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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/14664109910306712. When citing the article, please cite: Fred Schreuder, B.W.E. Powell, (1999), “Incomplete excision of basal cell carcinomas: an audit”, British Journal of Clinical Governance, Vol. 4 Iss: 2, pp. 43 - 45.

The Plastic Surgery Department undertook an audit of the rate of excision of basal cell carcinomas (BCCs) at St George’s Hospital. The aim of the audit was to determine the rate of incomplete excision of BCCs excised by the department over a six‐month period and compare with national audit figures. The rate of incomplete excision was 13.73 per cent or seven out of 51 BCCs, which compared favourably with the rates quoted in the literature. No change in the management of basal cell carcinomas was made.

NCEPOD (1990) states that we must ensure that all emergency patients have prompt access to theatres, critical care facilities, and appropriately trained staff 24 hours/day, every day of the year. Hospitals providing emergency services must provide a dedicated emergency theatre. Our previous study highlighted potential savings and reduced waiting times, leading to the introduction of a dedicated weekly half‐day list. This purpose of this study was to evaluate the effect of the extra list on both waiting times and spending.

This research is based on a prospective audit of emergency surgery (Lister Hospital, Stevenage) from October‐December 2006. Delay times from booking time to time of operation were calculated. This was assessed based on a standard of a day surgery unit, where the ideal maximum is a half‐day wait. Findings were compared with data prior to the introduction of a dedicated list.

There were 186 operations performed. The mean wait for surgery was 0.7 days/patient, compared with 1.3 days/patient prior to the dedicated list. Assuming that the ideal waiting time is a maximum of half a day, 55 per cent of patients achieved this, compared with 22 per cent prior to the introduction of the list.

The introduction of a dedicated day surgery plastic surgery trauma list led to a significant reduction in patient wait time. The dedicated list also achieved a potential reduction of 900‐bed days/annum, thus saving £180,000/annum for the trust.

Numerous studies have examined the institutional setting of accounting as a professional occupation. However, institutional deeds and outcomes derive from the behaviour of individual actors, particularly those key players who drive the creation, policy development and outlook of practitioner associations. Recognising this, and in search of a more detailed understanding of the dynamics of professional formation, this study applies the prosopographical method of inquiry to accounting development in Australia during the period 1886 to 1908. Motives and actions are identified with the founding members of the Incorporated Institute of Accountants, Victoria, during this formative era, which saw key personalities transfer their allegiance to the Australasian Corporation of Public Accountants. The beliefs, preferences and ambitions of individual participants are shown to exert significant influence over the process of professional formation, highlighting the capacity of prosopographical studies to augment the predominantly vocational and institutional focus of the prior sociology of professions literature.

This paper discusses the issues relating to the origin, development, and management of the Global Leadership and Organizational Behavior Effectiveness research program (GLOBE) project. GLOBE is a cross‐cultural research program involving 160 scholars in research teams in 60 nations. The discussion includes designing the research program; recruiting participating scholars; obtaining commitment to the program objectives; replacing country teams which fail to meet their objectives; establishing electronic and Web links; designing the documentation for data collection and coding; establishing rights to data sharing and authorship; and dividing responsibility for data analysis and writing. Special attention is given to lessons learned from managing the project.