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A ‘core curriculum’ for management training

  • E. M. Gadd (a1) and S. J. England (a1)
Extract

It is increasingly recognised that all consultants have to undertake management responsibilities at several levels. Consultants are an expensive resource and it is therefore fundamental that they manage themselves and their time effectively. Secondly, consultants need to manage their resources, both the clinical team and the facilities available to it. Thirdly, the consultant has a strategic role in developing the service to meet the changing needs of the population served. Finally, some consultants may choose to undertake executive management roles such as clinical director or unit general manager. In these roles a broader view of overall service provision is necessary.

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Copyright
This is an Open Access article, distributed under the terms of the Creative Commons Attribution (CC-BY) license (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted re-use, distribution, and reproduction in any medium, provided the original work is properly cited.
References
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The CTC Working Party Report on Management Training (1990) Psychiatric Bulletin, 14, 373377.
Harrison, T. (1989) The role of the consultant psychiatrist in the clinical team. Psychiatric Bulletin, 13, 347350.
Higgins, J. (1989) Management training in psychiatric practice. Psychiatric Bulletin, 13, 454460.
Sims, A. (1989) What is the role of the consultant in the community? Psychiatric Bulletin, 13, 285287.
Soni, S. D., Steers, L., Warne, T. & Sang, W. H. (1989) Multidisciplinary teams and line management. Psychiatric Bulletin, 13, 657661.
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BJPsych Bulletin
  • ISSN: 0955-6036
  • EISSN: 1472-1473
  • URL: /core/journals/bjpsych-bulletin
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A ‘core curriculum’ for management training

  • E. M. Gadd (a1) and S. J. England (a1)
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