Health Manpower Management

David Fraser

1995 Health Manpower Management

doi: 10.1108/09552069510092700pmid: 10156835

Describes the principles and values on which the North Ayrshire & Arran NHS Trust was established. Presents the reasons for choosing a culture focused on quality together with the clinical and service developments generated by continuous improvement.

Graham Shelton

1995 Health Manpower Management

doi: 10.1108/09552069510092719pmid: 10156830

Analyses the proposition in this title by reference to experience and reflective consideration, both of the motivation of organizations which are embracing the TQM philosophy and of the essential requirement to understand and interpret social and industrial contexts.

John Symons

1995 Health Manpower Management

doi: 10.1108/09552069510092728pmid: 10156831

Outlines the essential steps in establishing risk management as an effective process in any organization and relates to management claims, complaints and adverse incidents. Discusses the way to elicit and use information from patients and staff. Emphasizes the need to learn from all those involved in delivery and receipt of care.

Lesley M. Fleming

1995 Health Manpower Management

doi: 10.1108/09552069510092737pmid: 10156832

Describes the use of multidisciplinary project teams in audit planning, process and outcome. Discusses the motivation and need for reward in personal/professional settings and patient satisfaction surveys in the contractual arena into which they have been drawn.

Ann Stead; M.C. Leonard

1995 Health Manpower Management

doi: 10.1108/09552069510092746pmid: 10172639

The Mary Marlborough Disability Service, a specialist NHS unit providing non‐acute support which enables people with physical disabilities to lead independent lives, established an inter‐disciplinary team which addresses any problem of relevance to an individual which might affect their daily existence, social life, work, education or leisure pursuits. Identifies three areas of change: the style of service; its effectiveness; its efficiency. Finds, although the unit perceived itself to be working as a team, there were major operational difficulties which led to lack of cohesion and communication. As the unit was resistant to change, a clinical co‐ordinator experienced in the field of disability was seconded to the unit to guide the necessary changes, and a number of lessons were learned.

Christopher Johns; Stephen Bell

1995 Health Manpower Management

doi: 10.1108/09552069510092755pmid: 10156833

A review of practice in a mental health day hospital led to a multidisciplinary quality group being established. Outlines changes implemented leading to service improvements and increases in patient and staff satisfaction.

Hugh C.H. Koch

1995 Health Manpower Management

doi: 10.1108/09552069510092764pmid: 10156834

Outlines four interconnecting factors which are essential to motivating staff: an understanding of the “psychology of excellence in teams”; establishing cross‐functional quality improvement teams; understanding and reviewing processes of care and service; and the use of data display.