Do you find it difficult to achieve a work-life balance? Would you like to know how you can become more effective with the time you have? With the introduction of the European Working Time Directive, which will severely limit the hours in the working week, it is more important than ever that doctors improve their personal effectiveness and time management skills. This interactive book will enable you to focus on what activities are needlessly taking up your time and what steps you can take to manage your time better. By taking the time to read through, complete the exercises and follow the adv.

With the introduction of the European Working Time Directive this book aims to increase personal effectiveness within a medical setting by empowering readers with effective time management skills and showing how having the right focus is the key to getting things done.

This book aims to increase personal effectiveness within a medical setting by empowering readers with effective time management skills and showing how having the right focus is the key to getting things done.

Time management is the act or process of planning and exercising conscious control over the amount of time spent on specific activities, especially to increase effectiveness, efficiency or productivity. It is a meta-activity with the goal to maximize the overall benefit of a set of other activities within the boundary condition of a limited amount of time. Time management may be aided by a range of skills, tools, and techniques used to manage time when accomplishing specific tasks, projects, and goals complying with a due date. Initially, time management referred to just business or work activities, but eventually the term broadened to include personal activities as well. A time management system is a designed combination of processes, tools, techniques, and methods. Time management is usually a necessity in any project development as it determines the project completion time and scope. The major themes arising from the literature on time management include the following: Creating an environment conducive to effectiveness Setting of priorities Carrying out activity around those priorities The related process of reduction of time spent on non-priorities Incentives to modify behavior to ensure compliance with time-related deadlines.

The only available compendium of management topics, written by practising doctors for doctors of all grades and all specialties.

This essential guide provides a lifeline to authoritative, reliable information on medical management, giving you all the skills you need whether managing a junior colleague as a lead doctor, or running multidisciplinary consortia in the NHS or private sectors.Learn key skills from leadership, managing change, quality control, and project managemen

You work in a profession where, despite your best efforts to plan your working week, your daily activities are often dictated by circumstance rather than strategy. You are sick of the constant juggle and live with an ever-present undercurrent of stress. You simply don't have enough time. And time for a quality life outside work? Forget it You know that something needs to change so that you can continue to be a great doctor and live a more integrated work/ life. Imagine if you could gain Control over your time. Bestselling author Kate Christie will help you invest your time to fi nd your lost time. Smart Time Management for Doctors provides a proven 5 Step process along with practical and easy to implement productivity strategies to help you identify and harness 30 hours of lost time a month.

The Handbook of Medical Leadership and Management couples the essentials of clinical leadership with a practical approach to help healthcare professionals be effective clinical leaders and managers. Beginning with a theoretical analysis it then focuses on practical ways of being a good manager and leader and the day-to-day requirements of a consultant working within a multi-professional clinical team. This is an essential resource for all those leading and managing a clinical team and those who aspire to lead, covering a broad understanding of the requirements of effective leadership. This includes quality care, patient safety, how to ensure good outcomes, using data for improvement, commissioning services and developing business cases, as well as the development of person-centred care and the education of the next generation of leaders.

Many doctors do not receive training early in their careers on the broad range of non-clinical aspects of their work, and confront day-to-day issues for which initial medical education has failed to prepare them. Experienced doctors and consultants can also experience a similar lack of accessible reference material on these aspects of their role and for the non-clinical training of their juniors. This book and its companion volume The Doctor's Handbook Part 2: understanding the NHS, have been written to address these and other needs. Previously published as The Specialist Registrar and New Consultant Handbook, these completely revised and reconfigured volumes reflect the changing everyday work of specialist trainees, registrars and consultants. Topics covered in Volume 1 include: *