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Outlines the workings of action learning sets, team‐building and cultural change, and explores the use of action learning methodology in the development of health‐care managers. Outlines the spin‐off benefits of the implementation of action learning at Ashworth Hospital, such as self‐discipline,...
Reviews the origins and development of organization development (OD) in health care. Examines how a set of original OD assumptions and values has changed through time, and suggests some foundations for a “born‐again” OD.
Nurse banks are locally organized in‐house sources of temporary nursing staff. Reports on a study of policy and practice in the management of nurse banks in the National Health Service in Scotland. The study was based on a census survey of all 55 NHS units in Scotland (100 per cent response...
Evaluates the use of self‐managed learning (SML) in management development processes in health‐care settings. Focuses on the application of SML to region‐wide management development initiatives in the South West Thames Region of the UK National Health Service (NHS) from the late 1980s onwards.
Evaluates an in‐house National Vocational Qualification scheme at Mount Vernon Hospital. Examines the main issues of differing management and trainee perspectives, time and resource constraints and the non‐transferability of the qualifications at present within a European context.
The management of change has been a continuing concern for NHS managers. Suggests that many of the change processes over the last 25 years have been subject to fundamental flaws, preventing the successful management of change. Outlines a new approach for the management of change and examines the...
The reduction in junior doctors′ hours is a key objective for the NHS. Reports on the activities of junior doctors during randomly selected shifts over a four‐month period, in general medicine and obstetrics and gynaecology in a district general hospital. Raises issues of job design, stress...
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