Archives for June 16th, 1998

Preliminary evaluation of the efficacy and implementation of the new NHS complaints procedure

Abstracts, PublicNet: 16 June, 1998

McCrindle J, Jones R K
International Journal of Health Care Quality Assurance, (UK), Vol 11 No 2 98
Start page: 41 No of pages: 4

Sets out the principles that underpin the new complaints procedure introduced for the National Health Service (NHS) in the United Kingdom, and the objectives set for it in Scotland. Investigates how well the procedure is working, six months after it has been implemented. Lists the reasons that people complain about the service provided by the NHS and sets out the criteria by which they judge the effectiveness of the complaints system. Identifies the limitations of the old complaints system, explains the features of the new system, that are designed to get round these, and considers the possible difficulties that could arise because of the new procedures. Reports the findings of an initial study which interviewed complaints officers working in six Scottish Trusts. Summarizes how the Trusts had implemented the new complaints procedure and sets out the areas in which problems might arise.

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BETTER INFORMATION ON RISKS URGED FOR COUNCILLORS AND TRUST MEMBERS

Headlines, PublicNet: 16 June, 1998

An investigation into the personal liability of people serving on councils, NHS trusts and other public bodies has recommended better guidance about what could be at stake. It has set public service organisations a twelve month deadline to issue the guidance, aimed at giving confidence to people for whom worries about personal risk are a deterrent to entering public service.

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Local Government Management – The Rhetoric and Reality of Change

Book News, PublicNet: 16 June, 1998

Linda Keen and Richard Scase
Lecturer in Management, University of Kent at Canterbury; Professor of Sociology and Organizational Behaviour, University of Kent at Canterbury.

Local government in Britain is undergoing fundamental transformation. This book explores the impact of these changes upon the attitudes, behaviour and job satisfaction of the managers most affected by them. On the basis of a detailed review of recent research findings and theoretical debates, it outlines the major changes affecting local government organizations and the duties and responsibilities of those working within them. This provides the context for a detailed empirical case study which explores the extent to which a rhetoric of ‘new managerialism’ is supported by a reality of change.

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