Women on Hospital Boards

2019 ◽  
pp. 183-197
Author(s):  
Isabel Hampton Robb
Keyword(s):  
Hospital Boards

Hospital boards

BMJ ◽  
1967 ◽  
Vol 4 (5579) ◽  
pp. 616-617
Author(s):  
E. G. Collins
Keyword(s):  
Hospital Boards

scholarly journals Meta-regulation meets Deliberation: Situating the Governor within NHS Foundation Trust Hospitals

2018 ◽  
Vol 48 (03) ◽  
pp. 595-613 ◽  
Author(s):  
ROSS MILLAR ◽  
TIM FREEMAN ◽  
RUSSELL MANNION ◽  
HUW T. O. DAVIES
Keyword(s):  
Performance Metrics ◽  
Internal Governance ◽  
Hospital Governance ◽  
Regulatory Architecture ◽  
External Governance ◽  
Hospital Boards ◽  
Study Sites ◽  
Governance Processes ◽  
Governance Arrangements

AbstractNHS Foundation Trust (FT) hospitals in England have complex internal governance arrangements. They may be considered to exhibit meta-regulatory characteristics to the extent that governors are able to promote deliberative values and steer internal governance processes towards wider regulatory goals. Yet, while recent studies of NHS FT hospital governance have explored FT governors and examined FT hospital boards to consider executive oversight, there is currently no detailed investigation of interactions between these two groups. Drawing on observational and interview data from four case-study sites, we trace interactions between the actors involved; explore their understandings of events; and consider the extent to which the proposed benefits of meta-regulation were realised in practice. Findings show that while governors provided both a conscience and contribution to internal and external governance arrangements, the meta-regulatory role was largely symbolic and limited to compliance and legitimation of executive actions. Thus while the meta-regulatory ‘architecture’ for governor involvement may be considered effective, the soft intelligence gleaned and operationalised may be obscured by ‘hard’ performance metrics which dominate resource-allocation processes and priority-setting. Governors were involved in practices that symbolised deliberative involvement but resulted in further opportunities for legitimising executive decisions.

The NHS — is Scotland Different? a Case Study of the Management of Health Care in the Hospital Service in the West of Scotland 1947 – 1987

2000 ◽  
Vol 45 (5) ◽  
pp. 155-158 ◽  
Author(s):  
D. McTavish
Keyword(s):  
Health Care ◽  
Health Service ◽  
Private Practice ◽  
Central Government ◽  
Medical Professional ◽  
Hospital Service ◽  
The West ◽  
New Managerialism ◽  
Hospital Boards

Management of the health service in Scotland and England, has since its creation, shown both divergence and congruence. In the initial decades in Scotland the executive hospital boards (which contained strong medical professional membership) and central government had a clearer relationship than in England. The health service-civil service machinery in Scotland was without doubt more to the forefront with higher status in the Scottish ‘polity’ than was the case in England. The 1970s reforms also indicated difference: despite the pro managerialist tones of the Farquarson Lang report in Scotland, a managerial emphasis was more apparent in the English reforms. By the 1980s, the government's clear intention that their ‘radical’ agenda should apply in Scotland and England was implemented in many instances: aspects of the new managerialism were applied as vigorously in the case examined than anywhere in England: the attempt to draw clinicians into resource management (as advocated in the Griffiths report) appeared to have advanced further in Scotland until well into the 1990s. Yet in other aspects, Scotland diverged from parts of England in the implementation of the 1980's agenda most notably in the growth of private practice though the case indicated significant Scottish developments here too. The article concludes by speculating on some Scottish differences in the coming years.

scholarly journals Enacting corporate governance of healthcare safety and quality: a dramaturgy of hospital boards in England

2015 ◽  
Vol 38 (2) ◽  
pp. 233-251 ◽  
Author(s):  
Tim Freeman ◽  
Ross Millar ◽  
Russell Mannion ◽  
Huw Davies
Keyword(s):  
Corporate Governance ◽  
Hospital Boards

scholarly journals Where Hospital Boards Often Fail

2018 ◽  
Vol 93 (11) ◽  
pp. 1613-1616
Author(s):  
Susan Y. Friedman ◽  
Mitchell T. Rabkin
Keyword(s):  
Hospital Boards

Medical Research Council Clinical Psychiatry Unit

1971 ◽  
Vol 1 (5) ◽  
pp. 429-436 ◽  
Keyword(s):  
Clinical Research ◽  
Medical Research ◽  
Research Council ◽  
Medical Research Council ◽  
County Council ◽  
Regional Hospital ◽  
Sussex County ◽  
Hospital Boards ◽  
Further Development

The Clinical Research Department was started at Graylingwell Hospital, Chichester, Sussex, by Dr. J. Carse in 1947, when the hospital was administered by Sussex County Council. The first director was Dr. (now Professor) E. Stengel, and he undertook the first systematic follow-up of leucotomized patients. From 1950 to 1955 the director was Dr. Martin Roth; his studies on the psychoses of old age, and especially those delineating depressive psychoses, are now a landmark in clinical research. At about this time, the means by which clinical research in the National Health Service hospitals should be administered was reviewed and a policy evolved whereby departments in which clinical research was prospering and whose further development would make financial demands beyond those available to the regional hospital boards would be considered for support by the Medical Research Council.

The internal processes and behavioral dynamics of hospital boards

2009 ◽  
Vol 34 (1) ◽  
pp. 80-91 ◽  
Author(s):  
Nancy M. Kane ◽  
Jonathan R. Clark ◽  
Howard L. Rivenson
Keyword(s):  
Behavioral Dynamics ◽  
Hospital Boards
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