Noel Austin

The Clinical Directorate Noel Austin 1 New edition

Marc Notes: Includes bibliographical references and index. Publisher Marketing: Driven by HM Government's Resource Management initiative, there has been a widespread move to involve consultants and other clinicians in management, usually within one of the clinical directorate models. This represents a major change in job role and culture, such as the adoption of NHS Trust status, the growth in GP fundholders and consortia, health authority amalgamations, the Patient's Charter and contracting out support services. For clinical directorates and their colleagues, who have to add management to their professional duties, and also for business managers, the situation can often appear complex.

Contributor Bio:  Dopson, Sue Sue Dopson teaches on the University of Oxford's degree programme in management and also on a wide range of executive development programmes for public sector organisations and commercial companies. Her interests include the nature of managerial work; the changing role of the middle manager; careerissues for managers; management in the public sector; and managing with professionals. Before pursuing an academic career, Sue Dopson worked as a personnel manager in the NHS, and her most recent work has been on how developments in genetic science will influence clinical practice and health carepolicy. Michael Earl works at the intersection of business strategy and IT and has published widely in this area in journals such as the Harvard Business Review, Sloan Management Review, MIS Quarterly and other scholarly journals. He has also published several books, including Management Strategiesfor Information Technology (Prentice Hall, 1989), which was a best-seller. A member of the UK government's task force on e-commerce and consultant to several multinationals, Michael Earl was previously Professor of Information Management at London Business School, during which time he held the rolesof Deputy and Acting Dean.