Health Manpower Management: Volume 22 Issue 1

Leadership and vision in the NHS: how do we create the “vision thing”?

Mark Hackett, Peter Spurgeon

The development of NHS trusts has been a major part of the NHS reforms in the United Kingdom. The creation of trust boards has coincided with significant pressures from the…

A journey from bureaucracy to enterprise

Stephen Oliver, James J.H. Harrison

Uses the Business Development Consultancy as a case study to demonstrate how a training and development function responded to the working for patient reforms in the NHS. Offers an…

Ambulatory patient groups and redefining the roles of health care providers’ delivery services in the USA

Patrick Asubonteng, Renee Middleton, George Munchus

Provides a review and analysis of the ambulatory patient groups classification system. Discusses a review of the history, development and implementation process. Concludes that in…

The context of ethics in the health care industry

Barron Wells, Nelda Spinks

Examines ethics in the health care industry from the perspectives of investors, employees, patients, competitors and the environment. Ethical behaviour in the health care industry…

Lies, damned lies and absence statistics

Maggie Havergal

Examines the extent of absenteeism and the associated costs. Considers recent guidance on indicators of absence rates and notes the difficulties in reaching a common…

Junior doctors and management: myth and reality

Karin Newman, Tanya Pyne, Alan Cowling

Uses an empirical investigation based on a survey of junior doctors in five NHS trust hospitals, to examine their attitudes towards both the general principle of clinical…