Health Manpower Management: Volume 21 Issue 1
Table of contents
Whose job is it anyway? The doctor/nurse debate
Barbara Hewett‐SilkThe reduction in junior doctors′ hours is a key objective for theNHS. Reports on the activities of junior doctors during randomlyselected shifts over a four‐month period, in…
Evaluating self‐managed learning – part 2: accelerating management development in an NHS region
J. Herman Gilligan, Ros BoddingtonEvaluates the use of self‐managed learning (SML) in managementdevelopment processes in health‐care settings. Focuses on theapplication of SML to region‐wide management development…
Managing change: an emerging new consensus
John EdmonstoneThe management of change has been a continuing concern for NHSmanagers. Suggests that many of the change processes over the last 25years have been subject to fundamental flaws…
Evaluating National Vocational Qualifications: a European view of the experience of Mount Vernon Hospital
Annabelle Mark, Virgine RottierEvaluates an in‐house National Vocational Qualification scheme atMount Vernon Hospital. Examines the main issues of differing managementand trainee perspectives, time and resource…
Managing temporary nursing staff: nurse banks in Scotland
James Buchan, Siân ThomasNurse banks are locally organized in‐house sources of temporarynursing staff. Reports on a study of policy and practice in themanagement of nurse banks in the National Health…
The death (and rebirth?) of organization development
John Edmonstone, Maggie HavergalReviews the origins and development of organization development(OD) in health care. Examines how a set of original OD assumptions andvalues has changed through time, and suggests…
Erratum
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000003926. When citing the…