Introducing innovation in a management development programme for a UK primary care organisation
Na minha lista:
| Publicado no: | Journal of Health Organization and Management vol. 25, no. 3 (2011), p. 261 |
|---|---|
| Autor principal: | |
| Outros Autores: | , , |
| Publicado em: |
Emerald Group Publishing Limited
|
| Assuntos: | |
| Acesso em linha: | Citation/Abstract Full Text Full Text - PDF |
| Tags: |
Sem tags, seja o primeiro a adicionar uma tag!
|
MARC
| LEADER | 00000nab a2200000uu 4500 | ||
|---|---|---|---|
| 001 | 873623075 | ||
| 003 | UK-CbPIL | ||
| 022 | |a 1477-7266 | ||
| 022 | |a 1758-7247 | ||
| 022 | |a 0268-9235 | ||
| 024 | 7 | |a 10.1108/14777261111143527 |2 doi | |
| 035 | |a 873623075 | ||
| 045 | 2 | |b d20110501 |b d20110630 | |
| 084 | |a 21845982 | ||
| 084 | |a 11876 |2 nlm | ||
| 100 | 1 | |a Smith, Paul | |
| 245 | 1 | |a Introducing innovation in a management development programme for a UK primary care organisation | |
| 260 | |b Emerald Group Publishing Limited |c 2011 | ||
| 513 | |a Journal Article | ||
| 520 | 3 | |a The aim of this paper is to examine the introduction of innovation as part of a management development programme at a primary care organisation, a legal form known as a Primary Care Trust (PCT), in the UK. The paper draws on experience of managing a successful management development programme for a PCT. The report of the case study analyses the key events that took place between 2008 and 2010, from direct observation, surveys, discussion and documentary evidence. The Northern PCT has partnerships with a number of educational providers to deliver their leadership and management development programmes. A close working relationship had developed and the programme is bespoke - hence it is current and of practical use to the UK's National Health Service (NHS). In addition, there are regular meetings, with module leaders gaining a firsthand understanding of the organisation's needs and aspirations. This has resulted in a very focused and personalised offering and a genuine involvement in the programme and individuals concerned. The research was conducted among a relatively small sample, and there is a lack of previous literature evidence to make significant comparisons. The paper identifies key implications for practitioners and educators in this area. This paper is one of few to investigate innovation and improvement in the NHS, and is unique in that it uses the lenses of a management development programme to explore this important, and under-researched, topic. The aim of this paper is to examine the introduction of innovation as part of a management development programme at a primary care organisation, a legal form known as a Primary Care Trust (PCT), in the UK. The paper draws on experience of managing a successful management development programme for a PCT. The report of the case study analyses the key events that took place between 2008 and 2010, from direct observation, surveys, discussion and documentary evidence. The Northern PCT has partnerships with a number of educational providers to deliver their leadership and management development programmes. A close working relationship had developed and the programme is bespoke - hence it is current and of practical use to the UK's National Health Service (NHS). In addition, there are regular meetings, with module leaders gaining a firsthand understanding of the organisation's needs and aspirations. This has resulted in a very focused and personalised offering and a genuine involvement in the programme and individuals concerned. The research was conducted among a relatively small sample, and there is a lack of previous literature evidence to make significant comparisons. The paper identifies key implications for practitioners and educators in this area. This paper is one of few to investigate innovation and improvement in the NHS, and is unique in that it uses the lenses of a management development programme to explore this important, and under-researched, topic. | |
| 610 | 4 | |a National Health Service-UK | |
| 650 | 1 | 2 | |a Administrative Personnel |x education |
| 650 | 2 | 2 | |a Great Britain |
| 650 | 2 | 2 | |a Humans |
| 650 | 2 | 2 | |a Interinstitutional Relations |
| 650 | 2 | 2 | |a Organizational Case Studies |
| 650 | 2 | 2 | |a Organizational Innovation |
| 650 | 2 | 2 | |a Primary Health Care |x manpower |
| 650 | 1 | 2 | |a Primary Health Care |x organization & administration |
| 650 | 2 | 2 | |a Primary Health Care |x trends |
| 650 | 2 | 2 | |a Staff Development |x methods |
| 650 | 2 | 2 | |a State Medicine |x organization & administration |
| 650 | 2 | 2 | |a State Medicine |x trends |
| 650 | 2 | 2 | |a Universities |
| 651 | 4 | |a United Kingdom--UK | |
| 653 | |a Studies | ||
| 653 | |a Innovations | ||
| 653 | |a Health services | ||
| 653 | |a Pedagogy | ||
| 653 | |a Management development | ||
| 653 | |a Trusts | ||
| 653 | |a Corporate culture | ||
| 653 | |a Technological change | ||
| 653 | |a Health care policy | ||
| 653 | |a Community health care | ||
| 653 | |a Primary care | ||
| 653 | |a Business models | ||
| 653 | |a Documentary evidence | ||
| 653 | |a Management development programmes | ||
| 653 | |a Development programs | ||
| 653 | |a Partnerships | ||
| 653 | |a Leadership | ||
| 653 | |a Teachers | ||
| 653 | |a Case studies | ||
| 653 | |a Management | ||
| 700 | 1 | |a Hampson, Libby | |
| 700 | 1 | |a Scott, Jonathan | |
| 700 | 1 | |a Bower, Karen | |
| 773 | 0 | |t Journal of Health Organization and Management |g vol. 25, no. 3 (2011), p. 261 | |
| 786 | 0 | |d ProQuest |t ABI/INFORM Global | |
| 856 | 4 | 1 | |3 Citation/Abstract |u https://www.proquest.com/docview/873623075/abstract/embedded/H09TXR3UUZB2ISDL?source=fedsrch |
| 856 | 4 | 0 | |3 Full Text |u https://www.proquest.com/docview/873623075/fulltext/embedded/H09TXR3UUZB2ISDL?source=fedsrch |
| 856 | 4 | 0 | |3 Full Text - PDF |u https://www.proquest.com/docview/873623075/fulltextPDF/embedded/H09TXR3UUZB2ISDL?source=fedsrch |