Book contents
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Chapter 33 NHS structure and organization
- Chapter 34 Commissioning healthcare
- Chapter 35 External regulators
- Chapter 36 Treatment centres
- Chapter 37 Who does what – the trust Board
- Chapter 38 Who does what – the Executive et al.
- Section 7 Operations
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
Chapter 38 - Who does what – the Executive et al.
Published online by Cambridge University Press: 05 March 2012
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Chapter 33 NHS structure and organization
- Chapter 34 Commissioning healthcare
- Chapter 35 External regulators
- Chapter 36 Treatment centres
- Chapter 37 Who does what – the trust Board
- Chapter 38 Who does what – the Executive et al.
- Section 7 Operations
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
Summary
The core functions of the Executive team are planning and control. The questions posed by the team are: What does the external world need us to do for the business to thrive? What risks have we got to deal with? Do we have a plan? Are we in control of the organization or is it freewheeling out of control?
Executive structure
The core members of the Executive are the chief executive, the finance director, the medical director and the nurse director. In most trusts there is also a chief operating officer, a director of human resources, a director of estates and often a director of IT. There is a regular Executive Committee meeting which allocates resources and monitors performance. Allocation of resources has to be achieved with the proper audit trail to show how the decision was made, and this starts with a business case that is submitted for approval. Performance monitoring addresses the full range of the organization's functions and asks was performance delivered and was value for money achieved?
- Type
- Chapter
- Information
- Management Essentials for Doctors , pp. 120 - 122Publisher: Cambridge University PressPrint publication year: 2011