Health Manpower Management

Eric Sandelands

1997 Health Manpower Management

doi: 10.1108/09552069710155717pmid: 10165469

Highlights recent dramatic changes in communications technologies, with an increase in the number of users, providers and applications. Explores the advantages to health‐care professionals of various Internet services, both as a source of information and as a communications platform for management development. Warns that full integration of the Internet into health manpower management will involve radical organizational and process re‐engineering.

Eric Sandelands

1997 Health Manpower Management

doi: 10.1108/09552069710155726pmid: 10165465

Using personal experience and recommendations from other users in compiling a selection of reviews, provides a taste of the diversity of resources available on the World Wide Web, looking at sites to visit and detailing what each site has to offer. Covers information sources, journals, management development, networking, skills and directories.

Stuart D. Francis; Peter C. Mazany

1997 Health Manpower Management

doi: 10.1108/09552069710155735pmid: 10165466

Acknowledges that progress in health care depends on achievements in biomedical research. Discusses the continuing professional development of research workers and the role of international organizations such as the WHO and UNESCO. Argues that a creative approach is necessary to ensure stability in health development.

Felix Vartanian

1997 Health Manpower Management

doi: 10.1108/09552069710155744

Identifies managerial knowledge and skills from undergraduate to medical director level and considers the development of a core management training strategy and development programme, transferable on a national basis. Reports on a questionnaire survey plus in‐depth interviews with doctors and senior managers divided between grades covering hospitals, general practices and public health services. Explains that the model evolved is a synthesis of managerial models set in the context of doctors’ work. Concludes that doctors agreed that more support and training from their organizations would have been useful, and that managers were generally supportive of doctors becoming involved in management, although some harboured doubts about their willingness or the effects such moves would have on established management career structures. Contends that there appears to be a 30:70 split between doctors receptive to the concept of management and those against.

John Gatrell; Tony White

1997 Health Manpower Management

doi: 10.1108/09552069710155753

Views the closure of a hospital in an unusual manner. Questions the role of health workers as “care in the community” comes to the fore. Raises questions about psychiatric hospitals, people with mental health problems and mental health workers.

Alun Jones

1997 Health Manpower Management

doi: 10.1108/09552069710155762pmid: 10165467

I recently attended a reunion, sad and unplanned. I had received a phone call from a colleague to inform me that a friend from my past had died, a friend from long ago. It took a few moments for me to recall his face ‐ it had, after all, been 20 years since we last met. “Ah, yes”, I responded. “He was good to me”. I remembered many occasions when, following some youthful excursion into aberrant behaviour, he would extend a protective arm around me. He was respected by everyone. To our unworldly 18‐year‐old eyes he had great credibility; he was, after all, 25, and captain of our football team, a rescuer to each of us.