Dr. Patricia Oakley

1
Greater Manchester Medicines Management Group
Medicines Management2005-2015

• Dr. Patricia Oakley
• Director, Practices made Perfect Ltd.
• Teaching and Research Fellow
• Organisational Psychology HRM
• Kings College, London

2
Medicines Management
2005-2015

• Demand-side Shifts Primary Community Care
  Reforms, Contestability Risk Management.
• Supply-side Issues Dispensing Volumes
  Technology, Staffing the Psychological Contract
  Work-life Balance.
• Leadership in Complex Expert Cultures eg. Care of
  Elderly People.

3
Primary Care Led NHS
Elderly
Trauma Centre

• Parkinsons
• ALC
• Dementia

Specialist Medical

• Dermatology
• Oncology
• Diabetes

M.I.U.
Pain Clinic
Carer Support

• Acupuncture
• Osteopathy
• Chiropractice

GPs
Specialist Mental Health
Day Surgery

• CPN

• Psychology
• Psychotherapy
• Counselling

X-ray Imaging
4
Care Planning Management Involving Patients
Carers
5
Medicines Management
2005-2015
Demand-side Shifts

• Service expansion through contestability new
  players (forthcoming White Paper)
• Risk Management in the post-Shipman Review era.
• Technology impact on operational gearing
  service efficiency.

6
Medicines Management
2005-2015
Supply-side Issues

• Delicate interconnected networks of community
  pharmacists (Multiples Independents), NHS
  pharmacists (hospital primary care) new
  industry/commercial pharmacists other
  specialists.
• Technology enabled risk management skill mix
  changes.
• The changing psychology of the workforce
  Multiple Job Holders the Quality of Working
  Life Career Anchor.

7
Prof. David Guests Psychological Contract HRM
Research Model
Individual Orientation
Individual Job Outcomes
PsychologicalContract
FuturePlans
Individual Life Outcomes
8
Prof. Ed Scheins Career Anchors Concept

• technical and functional competence
• general managerial competence
• organisational security and stability
• location security stability

• autonomy independence
• entrepreneurial creativity
• dedication to a cause and to serve
• pure challenge

• Life style and the work life balance

9
Developing Leadership for Change(Professor Sir
George Bain)

• Something to march for

need a coherent vision which makes sense to
the workers.

• A sense of urgency

need a threat/sanctions plus rewards/resources to
energise change.

• A good management infrastructure to marshal the
  workforce into the change programmes

need competent managers not administrators to
support detailed changes.
10
Strategic Development FrameworkCaring for Older
People (Stroke, Dementia, Falls)

• PREVENTION
• Accidents,
• mobility,
• isolation
• Diet, exercise,
• concordance
• Warmth,
• physical and
• psychological
• well-being

• PROMOTINGINDEPENDENCE
• Carer support
• Night-sitting
• service
• Respite beds

• SUPPORTING ILLNESS
• Homecare team
• Hospital _at_
• home
• Day Hospital
• and Resource
• Centres

• SUPPORTING TRAUMA
• Elderly Crash
• Team
• Specialist
• Assessments and
• Care Pathways
• Multi-disciplinary
• care and support

• END STAGE MANAGEMENT
• Carer/home support
• End-stage management
• Bereavement support

What can GPs and social services do to promote
independence and well-being?
?
What can GPs do to develop effective emergency
and high-level interventions that increase
peoples chances of survival?
?
What can GPs and social services do to ensure
that the vast majority of people successfully
complete their rehabilitation?
What can GPs and social services do to support
end-stage management whenthis arises?
?
?