Eric Caines: Director of Personnel, NHS Management Executive
Article Abstract:
Eric Caines, a 23-year career civil servant, became the UK National Health Service (NHS) director of personnel in April, 1990. Caines will play a part in the formulation and implementation of the NHS' general management policies. Caines will oversee the decentralization of the personnel infrastructure of the NHS as part of an organization-wide reform. Caines supports the reforms, believing that changes to the infrastructure will result in better and more efficient care by making personnel management-driven. Caines believes that the performance of the system will be improved by a more competitive atmosphere and recognizes that a better system of employee rewards must be implemented.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1990
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Management development in the NHS
Article Abstract:
The district health authorities and trusts of the National Health Service (NHS) are taking steps to develop management development programs in response to the organizational changes in the NHS. One of the challenges is to provide physicians and consultants with management skills. Each region has developed its own management development criteria. The methods used by the NHS include quality circles; management clubs, which consist of managers from all levels and guest speakers who meet on a monthly basis; and 'diagonal slice' programs, which consist of teams of employees from various levels and disciplines who are given the authority to assist management in decision making.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
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Tina Townsend: head of the NHS training directorate
Article Abstract:
National Health Service (NHS) Training Dir Tina Townsend faces many challenges in her new position. Townsend believes that partnership and cooperation are more important than confrontation in managing the NHS, and training is an important aspect of developing a common organizational culture. Townsend forms work groups consisting of individuals who have a professional attitude, have the ability to persuade others, and have the ability to listen. Townsend believes that the National Council for Vocational Qualifications can make an important contribution to education and training.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
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