Sue Jackson and Suzanne Hinchliffe
Recognising that changing culture is the most important role of a leader, the authors provide a diagnostic description of the culture within the nursing directorate of a National…
Abstract
Recognising that changing culture is the most important role of a leader, the authors provide a diagnostic description of the culture within the nursing directorate of a National Health Service Trust. When the characteristics of the prevailing culture are compared with those associated with one that is ideal, many gaps are identified. In an attempt to address and overcome these gaps, the leaders within the organisation worked with the staff of the nursing directorate and in turn identified that learning and development was a priority if improvements were to be attained. Consequently two innovative development programmes were designed and the necessary steps taken to effect their implementation. The details of the programmes are provided along with the benefits and drawbacks attributed to this particular initiative.
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THE NEWS that no less than £14 million is to be spent on a new exhibition centre to be opened in Manchester by 1985 is perhaps the worst example of the “me, too” syndrome we have…
Abstract
THE NEWS that no less than £14 million is to be spent on a new exhibition centre to be opened in Manchester by 1985 is perhaps the worst example of the “me, too” syndrome we have met. That half (at least) of the money is to come from Government grants—and that means you and us—makes it no sweeter in our nostrils.