scholarly journals G179 Improving leadership and management skills in junior doctors approaching registrar level through a transition to leadership course

2015 ◽  
Vol 100 (Suppl 3) ◽  
pp. A76-A77
Author(s):  
LAC Menzies ◽  
SJ Smith ◽  
J Moreiras ◽  
CR Fertleman
Keyword(s):  
Junior Doctors ◽  
Management Skills ◽  
Leadership And Management

No Significant Difference in Service Learninng Online

2012 ◽  
Vol 16 (4) ◽  
Author(s):  
Sue Y. McGorry
Keyword(s):  
Higher Education ◽  
Service Learning ◽  
Institutions Of Higher Education ◽  
Management Skills ◽  
Program Outcomes ◽  
Online Delivery ◽  
Leadership And Management ◽  
Business Programs ◽  
Face To Face ◽  
Significant Difference

Institutions of higher education are realizing the importance of service learning initiatives in developing awareness of students’ civic responsibilities, leadership and management skills, and social responsibility. These skills and responsibilities are the foundation of program outcomes in accredited higher education business programs at undergraduate and graduate levels. In an attempt to meet the needs of the student market, these institutions of higher education are delivering more courses online. This study addresses a comparison of traditional and online delivery of service learning experiences. Results demonstrate no significant difference in outcomes between the online and face-to-face models.

Development and perceived value of a master’s degree in health-system pharmacy administration training

2020 ◽  
Vol 78 (1) ◽  
pp. 74-79
Author(s):  
Evan W Colmenares ◽  
Jacqueline E McLaughlin ◽  
Kathryn A Morbitzer ◽  
Stephen F Eckel
Keyword(s):  
Health System ◽  
Online Survey ◽  
Core Competencies ◽  
Perceived Value ◽  
Management Skills ◽  
Administrative Positions ◽  
Leadership And Management ◽  
Master Of Science ◽  
Pharmacy Administration ◽  
The University

Abstract Purpose To describe the development, format, and alumni and employer perceptions of a program combining a master of science (MS) degree with a residency in health-system pharmacy administration and leadership (HSPAL). Summary A multisite combined MS and HSPAL residency program was developed within the University of North Carolina at Chapel Hill Eshelman School of Pharmacy to increase leadership and management education. The program balances clinical and administrative experiences with didactic courses over 2 years. The program format and perceived value of MS degree training for HSPAL residents had not been previously described in the literature. In an online survey, alumni of the program, as well as their first supervisors after completion of HSPAL training, indicated perceived attainment of the program core competencies and outcomes. Supervisors also indicated that they were more likely to hire MS degree–trained pharmacists for administrative positions. Conclusion Didactic training in the form of an MS degree as a part of comprehensive HSPAL residency training is perceived as beneficial by alumni and employers for promoting the development of core leadership and management skills and knowledge.

DETERMINANTS OF SUSTAINABILITY OF DONOR FUNDED COMMUNITY PROJECTS IN GARISSA COUNTY

2018 ◽  
Vol 3 (1) ◽  
pp. 26-50
Author(s):  
Arnold Ngatia ◽  
Dr. Allan Kihara
Keyword(s):  
Community Participation ◽  
Financial Management ◽  
Secondary Data ◽  
Monitoring And Evaluation ◽  
Community Empowerment ◽  
Primary Data ◽  
Management Skills ◽  
Leadership And Management ◽  
Donor Agencies ◽  
Community Projects

Purpose: This study sought to assess the determinants of sustainability of donor funded community projects in Garissa County. The study specifically focused on community participation, financial administration, training and leadership and management on sustainability of donor funded community projects in Garissa County. The variables were anchored by the freirean theory, results theory, competency theory and the systems theory.Methodology: The study adopted a descriptive research design and the population included donor funded project managers, donor agencies and project beneficiaries. Mugenda and Mugenda’s sample determination formula to acquire a sample size of 246 respondents. Further, the study employed stratified sampling so as to determine the exact number of respondents from the different categories. Primary data was collected through semi structured questionnaire while secondary data was collected through  desk search techniques from the internet from past scholarly articles. Quantitative data was analysed using a multivariate regression model while qualitative data was analysed using content analysis method.Results: Inferential results revealed a positive and significant relationship between community participation and sustainability of donor funded community projects and also positive and significant association between financial management and sustainability of donor funded community projects in Garissa County.Contribution: The study concluded that an improvement in various indicators of community participation such as donor funded community projects leaders’ vision, community empowerment and community decision-making, programme planning, monitoring and evaluation, leadership and management skills, establishment of linkages between project components, supervision and mobilization of local resources will result to positive and significant effect on sustainability of donor funded community projects in Garissa County. The study also concluded that improvement in some of the indicators that define financial management results to positive and significant effect on sustainability of donor funded community projects in Garissa County.

Medical leadership and management for military clinicians

2019 ◽  
Vol 105 (3) ◽  
pp. 180-184
Author(s):  
L Cottey ◽  
C Lillington ◽  
E Frost
Keyword(s):  
Healthcare Professionals ◽  
Medical Training ◽  
Medical Services ◽  
Management Skills ◽  
Management Competencies ◽  
Military Experience ◽  
Leadership And Management ◽  
Essential Requirement ◽  
Medical Leadership

AbstractThe development of medical leadership and management skills is an essential requirement for the progression of Defence Medical Services personnel in both military and medical training. This review will summarise how military experience can contribute to achieving medical leadership and management competencies and will signpost further opportunities and resources available. While it specifically focuses on doctors, this article has relevance to all Defence Healthcare Professionals.

Development and implementation of a structured leadership programme for junior doctors

BMJ Leader ◽  
2020 ◽  
pp. leader-2020-000281
Author(s):  
Anum Pervez ◽  
Aaisha Saqib ◽  
Sarah Hare
Keyword(s):  
Leadership Skills ◽  
District General Hospital ◽  
Training Programme ◽  
Junior Doctors ◽  
Leadership Roles ◽  
Self Assessment ◽  
Leadership And Management ◽  
Business Cases ◽  
Do So

IntroductionHealthcare performance and quality of care have been shown to improve when clinicians actively participate in leadership roles. However, the training for junior doctors in leadership and management is either not formally provided or requires out of programme training. In this article, we discuss how we devised a leadership training programme for junior doctors at our district general hospital and reflections on how it can be implemented elsewhere.MethodsA junior doctors leadership programme was developed involving workshops and guidance through delivery of quality improvement projects. A precourse and postcourse questionnaire assessing preparedness to lead was given to trainees to assess the effectiveness of the course.ResultsUsing a Likert Scale, trainees provided quantitative self-assessment for precourse and postcourse changes in their leadership skills. There was an overall increase in confidence across key areas such as communication, preparing business cases and understating hierarchies of management teams.DiscussionThe structure of this leadership programme has provided the opportunity to address gaps in leadership skills that trainees encounter, without the need to extend training. This programme is easily reproducible and offers other trusts a guide on how to do so.

Alternative Production Regimes: The Challenge to Karpin

1996 ◽  
Vol 2 (2) ◽  
pp. 11-29 ◽  
Author(s):  
Sandra Harding
Keyword(s):  
Task Force ◽  
Theoretical Perspective ◽  
Small Scale ◽  
Scale Production ◽  
Management Skills ◽  
Leadership And Management ◽  
Management Leadership ◽  
The Future ◽  
Neoclassical Economic Theory ◽  
Simplifying Assumptions

AbstractThis paper is born of a deep concern about the premise upon which Enterprising Nation, Report of the Industry Task Force on Leadership and Management Skills (The Karpin Report), was undertaken. I argue that the review, report and recommendations are based on a set of simplifying assumptions that are essentially limiting. By conforming to a view of business embedded in neoclassical economic theory, the Task Force has not explored the implications of current developments worldwide that demonstrate the remarkable capacity of small-scale production to galvanise regions like the Third Italy and the Basque provinces of Spain. These enormously productive regions base their economic activity upon a capacity to cooperate as well as compete and this is anathema to the unmitigated competition that the Task Force takes as given in its recommendations about the development of management/leadership in Australia. Moreover, a reliance on this particular theoretical perspective has limited the Task Force's understanding of, and response to, organisational inequality. Ultimately, I argue that the five challenges articulated by the Task Force are important, but I interpret them differently in the light of a broader and more socially-embedded understanding of the importance and nature of business. In particular, management/leadership of the future will be an integral part of all worker's roles; it will no longer be confined to an organisational or societal elite. Understanding and preparing for the universalism of management in the future is a key challenge for both industry and management education.

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