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Biomedical subjects

J Edmonstone

Publications and source records attributed to J Edmonstone.

At least 19 recordsLinked to original sources
PubMed1999

Integrated workforce planning. The acid test for the education commissioning consortia?

The education commissioning system established in the NHS in England in the mid-1990s is facing a series of reviews. A major challenge which it faces is how integrated workforce planning is addressed. Newly-emerging approaches to planning are reviewed and the nature of "integration" examined. Sensitive management of the change process will be needed to "learn our way into the future".

Decision Making, Organizational↗
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↗
PubMed1998

Ready for take-off: realising the potential of the education and training consortia.

Education consortia are now over 18 months old and can be seen as a "hybrid" between a top-down resource allocation system and a bottom-up workforce planning system. The strengths and weaknesses of the developing system are identified, as is emerging good practice in consortia operations. A model for consortia working which emphasises strategic working is proposed.

Benchmarking↗
PubMed1997

The challenge of education commissioning--Part 2: A more radical change?

Second in a series of articles looking at developments within the NHS. Looks at factors such as business process re-engineering and patient-focused care. Highlights the features of both and suggests that the latter is a healthcare variant of the former. Examines the educational implications of such developments, suggesting that they will present a major challenge in the next few years.

Education, Continuing↗
PubMed1997

The challenge of education commissioning--Part 1: Seeking value for money.

The new education commissioning system in the NHS in England offers opportunities to health care employers to achieve greater value for money. This article offers five means by which this could be achieved--tighter contracting with Higher Education; moving from block to cost-per-student contracts; using alternative education providers; fostering multiprofessional core education and adopting more flexible training methods.

Cost-Benefit Analysis↗
PubMed1997

The challenge of education commissioning--Part 3: Management development.

The new education commissioning system in England is designed to deal with the "big numbers" of professional education, yet also applies to management development. Reviews national advice in this field. Suggests that management development is unlikely to feature highly on the education commissioning agenda. Proposes that changes in higher education and among NHS employers are likely to lead to greater flexibility in management education, but that opportunities will only be taken if both parties show initiative and imagination.

Administrative Personnel↗
PubMed1996

Appraising the state of performance appraisal.

Relates performance appraisal in the National Health Service to performance management and emphasizes the need for integration of diverse management initiatives. Identifies the multiple purposes of appraisal and a number of perennial issues. Outlines rules of thumb for enabling appraisal systems and states that these form the basis for specifying success (and failure) criteria for the design of appraisal systems. Stresses the importance of the context within which appraisal exists.

Employee Performance Appraisal↗
PubMed1995

Managing change: an emerging new consensus.

The management of change has been a continuing concern for NHS managers. Suggests that many of the change processes over the last 25 years have been subject to fundamental flaws, preventing the successful management of change. Outlines a new approach for the management of change and examines the implications for management practice, the role of top management, and of external and internal consultancy/advisory resources.

Administrative Personnel↗
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↗
PubMed1995

Career management support for nurses.

The downsizing of many areas of the NHS is now affecting nurse education as it moves into the Further/Higher Education sector. Many staff are terminating their employment relationship through early retirement. Describes a career management workshop run for such staff and makes reflections on careers, especially of the objective and subjective kind.

Career Mobility↗
PubMed1995

A step into the unknown? The new education and training contracting arrangements.

The next few years are likely to see the introduction of an educational contracting regime for professional education in the UK between the NHS and the higher and further education sectors. It will involve all employers of health care staff-the NHS, private and voluntary sectors, GP fundholders and local authorities. Outlines these changes and identifies some of the likely problem areas with the new arrangements. Seven key areas are explored--workforce planning, membership of the new consortia, the NHS Executive/regional office role, timescales, finance, the scope for innovation and the operation of the new system.

Contract Services↗
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↗
PubMed1992

New roles for old.

The creation of clinical directorates in acute hospital services has directed attention towards the clinical director role. The two "support" roles of clinical nurse manager and business manager have received less attention. Reports on an action research study into these roles, examining recruitment and selection, monitoring of performance, training needs and succession planning. Deals with the clinical nurse manager role.

Employee Performance Appraisal↗