Search results

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 interpretation of the advice given. Outlines the challenge in devising feedback to local managers which enables local interpretation. Recommends training for first‐line managers.

Suggests that the route to “excellence” is through the empowerment of workers, but argues that this might become problematic within the health care sector. Examines the development of empowerment as a concept. Points out four different types of worker ‐the rebel, the mainstay, the high performer and the miserable sod, and their possible reactions to empowerment. Proposes ways of adapting the negative characteristics of these workers in implementing empowerment. Concludes that future action should be based on the introduction of empowerment rather than its discussion.

Places business planning in health care within a contextual and conceptual framework as a background to describing a development programme for the NHS in Scotland to facilitate the learning of key managers about the business planning process. The programme highlighted a “learning‐by‐doing” approach, whereby a number of change initiatives were triggered and future prospects for planning and learning identified.

This article describes a number of significant changes taking place within the management education and development sphere within the National Health Service. It also highlights a number of important developments within the higher education world. At the confluence of these changes, it is possible to identify a new alternative to more conventional in‐house management training and the pursuit of postgraduate management qualifications. An example of this “third way” in action is offered through the description of an in‐house accredited management development programme run within an NHS Trust.

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.