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Biomedical subjects

M Watkins

Publications and source records attributed to M Watkins.

65 records · Page 4Linked to original sources
PubMedDate not supplied

Hospice care of the psychotic patient.

This article describes a systematic approach to understanding the needs of the terminally ill who are also subject to serious mental health problems. A compilation of potential issues that could arise is provided along with specific techniques that could be useful to staff and volunteers who encounter them. Vignettes from clinical experience are used to provide a framework for understanding the unique aspects of cognitively impaired patients and for enhancing confidence in helpers. This article will give serious consideration to dispelling some misconceptions and to detailing resources for helpful interventions in difficult cases.

Hospice Care↗
PubMedDate not supplied

Are black nurses an endangered species?

In the late 1980s it was feared that black nurses in Britain were a dying species. There was a belief that young people of minority ethnic descent were being deterred from choosing nursing as a career owing to the discrimination, disadvantage and harassment experienced by their parents as health service workers. Anecdotal evidence and limited statistical evidence suggested that the number of black applicants to preregistration training in nursing and midwifery was lower than would be expected when compared with the representation of the minority ethnic groups in the population as a whole. Nevertheless, the evidential base has, to date, been limited. Using the most comprehensive data set available, this paper presents an analysis of the national pattern of applications from members of minority ethnic groups to preregistration nursing and midwifery training. The evidence indicates complex patterns of under- and, in some cases, over-representation of black and Asian minority ethnic groups.

Black or African American↗
PubMedDate not supplied

The successor's dilemma.

Botched leadership transitions occur with alarming frequency--a fact that's laid bare regularly in the business pages of the nation's newspapers. The headlines trumpet the premature departures of designated successors--leaders such as Merrill Lynch's Herb M. Allison and AT&T's John Walter, who left their respective companies before they could claim the CEO's seat. Dan Ciampa and Michael Watkins, who have counseled senior executives and successors through more than 100 leadership transitions in the past 25 years, point to the successor's dilemma as the dominant cause of failed leadership transitions. The dilemma is an emotionally charged power struggle played out between the CEO and his would-be heir. Ciampa and Watkins describe the way the problem builds on both sides of the desk--the CEO's fear of giving up control versus the designated successor's need to enact the changes expected of him and prove himself to the board. They cite anecdotal evidence and their own research to suggest that this complex psychological dynamic leads CEO-successor relations astray and can block the successor's path to the top spot. But the authors also offer four ways for the would-be heir to overcome the successor's dilemma. These include gauging the CEO's readiness to leave before accepting the number two spot, maintaining regular communication with the CEO despite ever-present obstacles such as travel and business schedules, and developing and using a balanced personal advice network to help navigate the shift in power. The authors stress that defusing the problem is the responsibility of the successor, not the CEO. The reason is simple: the successor has the most to lose.

Administrative Personnel↗