Journal of Management in Medicine: Volume 8 Issue 4

The Impact of Trust Status on Corporate Culture

Anna Litwinenko, Cary L. Cooper

Outlines the results of a study designed to examine the effects of truststatus on perceived organizational culture and over time. Through theadoption of a prospective longitudinal…

Health Planning and Resource Allocation in a Changing Vietnam

John Walley

Vietnam is rapidly changing from a centrally planned to a marketeconomic system. Explores the existing constraints and the degree offlexibility for management in the Government…

Coping with Change in Public Health Medicine in the 1990s

Marianne Pitman, Moira Hamlin

Investigates the effect of change, both structural and in process, inthe NHS with regard to the capacity of public health doctors anddentists in the South Western Regional Health…

Sheep Dip – A Health Hazard for North Devon Farmers?

Peter Sims

Sheep dip toxicity from organophosphate is a problem affecting at least40 people, and probably far more in the farming community in northDevon. It is a problem not simply of acute…

Managing the Aids Crisis in Africa: In Support of Pluralism

Malcolm MacLachlan, Stuart C. Carr

Although substantial evidence is now accumulating that some Africanpeoples readily accept advice and help about health from both modernmedical and traditional sources, this has…

Innovation in Health Care: Developments in NHS Trusts

D. Jane Bower

Essential parts of the R&D in virtually all UK biomedical innovations areexecuted within teaching hospitals, which are undergoing majororganizational changes as part of the…

Who Is the NHS For?

Reva Berman Brown, Sean McCartney, Louise Bell, Sharon Scaggs

The immediate, common sense answer to the question, “Who is the NHSfor?” would obviously be, “The patients who use it”. This may well be thefundamental purpose of the NHS, yet it…