Journal of Management in Medicine: Volume 14 Issue 3/4
Table of contents
Nursing managers, transformed or deformed? – A case study in the ideology of competency
Patrick Reedy, Mark LearmonthExamines the ideological nature of competence‐based approaches to the management training of nurse managers. Explores the transition required from a “clinical” identity to a…
A qualitative evaluation of shared leadership barriers, drivers and recommendations
Sandra JacksonShared leadership is a management model based on the shared governance philosophy. Assumes those individuals or teams performing tasks are best equipped to provide meaningful…
A systems‐based methodology for structural analysis of health care operations
Charles B. KeatingThis paper introduces a systems‐based methodology for conducting analysis of organizational structure for health care operations. Increasingly, health care organizations must…
Primary care organisation and management – Evidence from a total purchasing pilot
Keith Hurst, Stephen Harrison, Trevor RideThis paper reports the experience of a single pilot in total primary care purchasing (TPP) between 1995 and 1997. The article’s structure is based on a framework created from the…
The construction of a network at Health Waikato – The “towards clinical budgeting” project
Alan LoweThe purpose of this paper is to provide an explanation and understanding of developments in casemix and related information systems at a large regional hospital, Health Waikato…
Erratum
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/14684520010330319. When citing the…