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New perspectives on clinical service after intensive management training

  • Mark Aveline (a1)
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During 1991–2, the Department of Health is spending £3 million on an experiment. Consultants with an interest in management are being sent to Business School to rub shoulders with middle managers from outside the NHS. Without setting any specific individual objectives, the Department hopes that the acquired learning will be beneficial in the new market-orientated NHS. Together with a community paediatrician, an anaesthetist and a microbiologist, I was selected for a place on the G-course at Ashridge Management College, an intense, four week residential immersion in the theory and practice of profit-driven business.

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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.
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BJPsych Bulletin
  • ISSN: 0955-6036
  • EISSN: 1472-1473
  • URL: /core/journals/bjpsych-bulletin
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New perspectives on clinical service after intensive management training

  • Mark Aveline (a1)
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