Programme two
Two months in, and Sir Gerry is finding the going tough; tensions between the Consultants and hospital management are making it difficult for him to get anything done.
When he discovers a staff shortage in theatre, Gerry is stunned that the situation has gone unresolved for so long, proving to him that there is no day-to-day management happening here. What’s more shocking to him is that some of the nurses had never seen, let alone met the Chief Executive before.
The role of the Chief Executive is thrust even further into the spotlight when a group of Consultants tell Gerry how angry they are at how they are managed. Gerry confronts the Chief Executive, and tells him that if the hospital is to be a real success, he has to stop thinking about the big picture and start getting out on the shop floor.
Explore the inside story behind the second programme in the series with our interviews with both Gerry Robinson and Brian James (Chief Executive), along with perspectives from our panel of experts in management and health care.
The management guru
Who do you think runs our hospitals, the Chief Executive, the medical staff or the government? What happens when different management styles meet? Find out in our interview with Gerry Robinson.
The man at the top
Is running an NHS Hospital Trust just like any other business? Find out about life in the front line of running an NHS Trust Hospital in our interview with Brian James.
Direction from the top
What are the key factors involved in running an an NHS Trust Hospital? Discover what's really involved in managing the NHS.
Professional boundaries
What happens when different sets of professionals work in the same environment? There are difficulties in cross-professional working.
Can disagreement be good?
An exclusive extract from the OU course Shaping Public Policy offers tips for keeping conflict constructive.
Content last updated: 09/01/2007
