Management Essentials for Doctors

Rory Shaw; Vino Ramachandra; Nuala Lucas; Neville Robinson

doi:10.1017/CBO9780511762246

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Management Essentials for Doctors

Management Essentials for Doctors

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Rory Shaw, North West London NHS Trust, Vino Ramachandra, Northwick Park Hospital, Nuala Lucas, Northwick Park Hospital, Neville Robinson, Northwick Park Hospital

Publisher:: Cambridge University Press
Online publication date:: March 2012
Print publication year:: 2011
Online ISBN:: 9780511762246
DOI:: https://doi.org/10.1017/CBO9780511762246

Subjects:: Medicine: General Interest, Medicine

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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 proceduresDetailed 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.

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Management Essentials for Doctors

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Contents

Frontmatter
pp i-iv

Contents
pp v-vi

Contributors
pp vii-vii

Foreword
pp viii-viii

Preface
pp ix-ix

Acknowledgements
pp x-x

Section 1 - Core knowledge

Chapter 1 - Audit
pp 1-3

Chapter 2 - Care bundles
pp 4-5

Chapter 3 - Checklists
pp 6-7

Chapter 4 - Clinical dashboards
pp 8-9

Chapter 5 - Complaints procedure
pp 10-12

Chapter 6 - European Working Time Directive
pp 13-15

Chapter 7 - Good medical practice
pp 16-18

Chapter 8 - Guidelines
pp 19-21

Chapter 9 - Preparation of a curriculum vitae
pp 22-24

Chapter 10 - Medical interviews
pp 25-27

Chapter 11 - Role of the consultant
pp 28-30

Section 2 - Core skills

Chapter 12 - Chairing meetings
pp 31-34

Chapter 13 - Educational supervision
pp 35-38

Chapter 14 - Effective delegation
pp 39-41

Chapter 15 - Leadership styles
pp 42-43

Chapter 16 - Leadership competences
pp 44-46

Chapter 17 - Mentoring
pp 47-49

Chapter 18 - Time management
pp 50-52

Section 3 - Important bodies

Chapter 19 - General Medical Council
pp 53-55

Chapter 20 - National Clinical Assessment Service
pp 56-58

Chapter 21 - National Confidential Enquiry into Patient Outcome and Death
pp 59-61

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