PubMed Health⌕ Search

Biomedical subjects

M Havergal

Publications and source records attributed to M Havergal.

8 recordsLinked to original sources
PubMed1998

The third way: a new approach to management education in health care.

This article describes a number of significant changes taking place within the management education and development sphere within the National Health Service. It also highlights a number of important developments within the higher education world. At the confluence of these changes, it is possible to identify a new alternative to more conventional in-house management training and the pursuit of postgraduate management qualifications. An example of this "third way" in action is offered through the description of an in-house accredited management development programme run within an NHS Trust.

Administrative Personnel↗
PubMed1996

Lies, damned lies and absence statistics.

Examines the extent of absenteeism and the associated costs. Considers recent guidance on indicators of absence rates and notes the difficulties in reaching a common interpretation of the advice given. Outlines the challenge in devising feedback to local managers which enables local interpretation. Recommends training for first-line managers.

Absenteeism↗
PubMed1995

The death (and rebirth?) of organization development.

Reviews the origins and development of organization development (OD) in health care. Examines how a set of original OD assumptions and values has changed through time, and suggests some foundations for a "born-again" OD.

Models, Organizational↗
PubMed1993

Empowerment: Holy Grail or a blinding case of the obvious?

Suggests that the route to "excellence" is through the empowerment of workers, but argues that this might become problematic within the health care sector. Examines the development of empowerment as a concept. Points out four difference types of worker--the rebel, the mainstay, the high performer and the miserable sod, and their possible reactions to empowerment. Proposes way of adapting the negative characteristics of these workers in implementing empowerment. Concludes that future action should be based on the introduction of empowerment rather than its discussion.

Decision Making, Organizational↗
PubMed1992

Business planning: learning by doing.

Places business planning in health care within a contextual and conceptual framework as a background to describing a development programme for the NHS in Scotland to facilitate the learning of key managers about the business planning process. The programme highlighted a "learning-by-doing" approach, whereby a number of change initiatives were triggered and future prospects for planning and learning identified.

Administrative Personnel↗
PubMed1991

Agents for change: a resource for management.

The Internal Change Consultant Development Programme is designed to equip senior NHS managers in Scotland with the appropriate skills, knowledge and attitudes to enable them to support organisational initiatives in pursuit of the new agenda for the Scottish NHS. John Edmonstone and Maggie Havergal describe the programme and attempt to assess its success to date.

Administrative Personnel↗