Management Essentials for Doctors

by Rory Shaw , Vino Ramachandra , Nuala Lucas , Neville Robinson

• ISBN13: 9780521176798
• ISBN10: 0521176794
• Edition: 1st
• Format: Paperback
• Copyright: 2012-02-13
• Publisher: Cambridge University Press

Summary

Management skills and a sound knowledge of the NHS are mandatory for consultant and general practice careers. Management Essentials for Doctors is an invaluable resource for trainee doctors, hospital consultants and general practitioners, as well as a compendium of 'hot topics' for all doctors preparing for medical interviews. Written by doctors, for doctors, the 60 topics provide: Clear descriptions of NHS structures, functions, policy and procedures Detailed coverage of core management skills An in-depth review of professional, governance, safety and quality issues Written in an easy-to-read style, with alphabetically listed themes for quick reference, Management Essentials for Doctors is not only an indispensable guide for busy clinicians, educational leads and medical managers but also a practical resource for interview preparation and career development.

Author Biography

Professor Rory Shaw is Medical Director at North West. London Hospitals NHS Trust, Northwick Park Hospital, Harrow, UK, and Senior Research Fellow, Imperial College, London, UK. Dr Vino Ramachandra is a Consultant Anaesthetist at Northwick Park and St Marks Hospitals, Harrow, UK. Dr Neville Robinson is a Consultant Anaesthetist at Northwick Park and St Marks Hospitals, Harrow, UK.

Table of Contents

List of contributors	p. vii
Foreword	p. viii
Preface	p. ix
Acknowledgement	p. x
Core knowledge
Audit	p. 1
Care bundles	p. 4
Checklists	p. 6
Clinical dashboards	p. 8
Complaints procedure	p. 10
European Working Time Directive	p. 13
Good medical practice	p. 16
Guidelines	p. 19
Preparation of a curriculum vitae	p. 22
Medical interviews	p. 25
Role of the consultant	p. 28
Core skills
Chairing meetings	p. 31
Educational supervision	p. 35
Effective delegation	p. 39
Leadership styles	p. 42
Leadership competences	p. 44
Mentoring	p. 47
Time management	p. 50
Important bodies
General Medical Council	p. 53
National Clinical Assessment Service	p. 56
National Confidential Enquiry into Patient Outcome and Death	p. 59
National Institute for Health and Clinical Excellence	p. 62
Postgraduate Medical Education and Training Board	p. 65
Information, evidence and research
Information management	p. 69
Evidence-based medicine	p. 73
Research funding in the NHS	p. 75
Research governance	p. 78
Money
NHS financial flows	p. 83
The contract	p. 88
The quality, innovation, productivity and prevention (QIPP) agenda	p. 92
The budget	p. 93
Writing a business plan	p. 96
NHS structures
NHS structure and organization	p. 101
Commissioning healthcare	p. 105
External regulators	p. 107
Treatment centres	p. 113
Who does what - the trust Board	p. 116
Who does what - the Executive et al.	p. 120
Operations
Activity and targets	p. 123
Clinical process redesign and lean thinking	p. 124
Managing change	p. 128
Safety and quality
Patient safety	p. 133
Recent disasters in healthcare in England	p. 136
Litigation	p. 140
Clinical governance	p. 143
Risk management	p. 146
Ensuring quality	p. 149
Quality indicators	p. 152
Patient feedback	p. 156
Staff issues
Managing staff	p. 159
Employing new staff to the organization and starting work	p. 160
Managing normal working	p. 163
Job planning	p. 167
Appraisals	p. 170
Revalidation	p. 173
Managing poor performance	p. 177
Managing other problems	p. 180
Measuring how well we manage staff	p. 183
Managing stress	p. 186
The sick doctor	p. 189
Index	p. 193
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