MIP Knowledge Exchange
Use the Knowledge Exchange website to network with 6872 NHS & social care managers. Access is free to both MiP and non-MiP members.
- Does anyone have a policy/procedure that deals with contract disputes and appeals they would be will...
- How to manage disruptive clinicians?...
- has anyone got a privacy and dignity policy that they have completed an equality impact assessment ...
As PCTs develop their strategic plans as part of the preparation for World Class Commissioning Assurance, Joe Rafferty, Director of Strategy and Commissioning, NHS North West tells us why he believes that while many PCTs may promise much, they will ultimately deliver little.
Case Studies
Case Study Two
Amanda was the head of operations at a hospital trust. One of her team accused her of bullying. It was alleged that Amanda lost control in a team meeting about bed management and swore at her colleague.
Amanda had had two periods of stress-related illness in the three months before the incident. Shortly before her first period of illness, her chief executive had told her to her face ‘sort your team out or I will sort you out’. With 15 years of high performance in health management under her belt, Amanda had been made head of operations six months earlier by the previous chief executive. She did not receive requested training and the new chief executive was not as supportive as her old boss.
Amanda accepted that she should not have lost her temper in the meeting. She wanted to sort things out with the complainant under the informal stage of the trust’s policy. But the chief executive immediately suspended her, telling her to ‘prepare for the worst’. The union urged the chief executive to allow informal resolution of the issue, and established with the complainant’s representative that all her colleague wanted was the apology that Amanda wished to make.
Six months later Amanda returned to work after being treated for depression. She successfully repaired the relationship with her colleague. She now works in the private sector as she believes that the lack of training and support for, and the unrealistic pressure on, managers in the NHS leaves them exposed to ill health and poor job satisfaction.