Health Manpower Management: Volume 23 Issue 5
Table of contents
A common strategic language for clinicians and senior managers
John A. Piper, Barry Muir, Allister Stewart, John WillettsEffective strategic analysis of existing and potential services requires a framework which is relevant and understandable to both clinicians and senior managers. Our work with NHS…
Counting nurses: interpreting nursing workforce statistics
Jane Hemsley‐BrownDiscusses the interpretation of nursing statistics, the problem of counting how many nurses there are in the workforce, and the need to be aware of how statistics are compiled…
Surveying technologists: a novel method for establishing productivity standards in a clinical haematology laboratory
Aminah Jatoi, Rosemary Jaromin, Debera Grzybek, Phuong L. NguyenPersonnel costs comprise the largest clinical laboratory expense. Yet standards to judge the productivity of personnel have not been established. A survey of the authors’ own…
Erratum
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01425459610116474. When citing the…
Understanding business processes
John HindlePresents a background to process understanding which offers potential benefits to the NHS. Considers the various business processes found in health care organizations, noting that…
Process improvement and information management
John HindleNotes the importance of continuous improvement as a concept to guide management and that this concept requires numerous components to make it work. Picks out the role of…
What chance a caring management culture?
Hugh FlanaganManagement of the NHS is necessary and vital to effective delivery of health services. It is not a process that can be avoided, whoever does it. New Labour needs effective…