Archives for July 22nd, 1998

COACHING A LEADER: LEVERAGING CHANGE AT THE TOP

Abstracts, PublicNet: 22 July, 1998

Giglio L, Diamante T, Urban J M
Journal of Management Development, (UK), Vol 17 No 2 98
Start page: 93 No of pages: 13

Catalogues the pressures that a senior executive has to deal with, particularly at times of organizational change. Suggests that providing coaching (both for the executive and the other senior management team members) can help when these pressures become too great and the executive’s ability to lead the organization suffers. Explains how to provide such coaching services, setting out how to develop the relationship between coach and executive, and working through what is done in each phase of the coaching. Believes that this process will help executives to change their leadership styles and make them resilient and able to lead the organization effectively.

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MEDICINE DOING THINGS BADLY COSTS 300 MILLION POUNDS

Headlines, PublicNet: 22 July, 1998

Clinical negligence costing 300 million pounds a year is putting excessive pressure on health funds according to the Institute of Health Services Management.

‘What makes this news particularly disturbing is the number of health authorities and trusts that have got in severe financial difficulties. We need a real team effort between health professionals and the government to ensure the highest standards of care and the best use of resources.’ said Suzanne Tyler, Deputy Director of the IHSM

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NOT TOO LATE TO KILL THE MILLENNIUM BUG SAYS BECKETT

Headlines, PublicNet: 22 July, 1998

Margaret Beckett, President of the Board of Trade today said that public and private enterprise can deal with the millennium bug if managers face up to the problem.

Her comments follow the publication of the second Science and Technology Select Committee report setting out an action programme across Government for dealing with the Millennium bug problem.

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MANAGING AMBIGUITY AND CHANGE

Book News, PublicNet: 22 July, 1998

Sue Dopson, Lecturer in Management Studies and Fellow in Organizational Behaviour, Templeton College, Oxford

This book uses the case of the National Health Service to examine the management of ambiguity and change. Studies of the implementation of the Griffiths Report have identified a number of unintended consequences, but it is argued that they have not adequately theorised these outcomes in the policy implementation process. It is suggested that the process-sociological approach of Elias, and in particular his game models, enable us to better understand the complex interweaving of planned and unplanned processes which is involved in the management of change.

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