yes / The on-going changes in England and Wales health policy that aimed to promote competition, provide enhanced performance information and create small health organisations produce significant attention within management. As the organisation of health system has moved from what a ‘loose-coupled’ system to an integration control system, there is an issue regarding the roles of healthcare providers as professionals and mangers roles as leaders of healthcare organisations. It could be concluded that the financial challenge for staff and the institution besides the pressure of expectation influence the healthcare leadership. This resulted in involves them fully and without bias in this process whilst being pragmatic enough to develop ideas, theories and techniques despite pronounced resistance. Therefore to engage with these changes and the policy, which underpins it, this paper explore the behavioural aspect of leadership style and its effect on management practice. It also considers the management of change and the impact of leadership during the change process. / From email attached when submitting to Bradford Scholars on 10th Mar 2017: 22-Feb-2017 Dear Dr. McIntosh: Thank you for submitting a paper to Health Services Management Research. I am emailing to confirm that your manuscript entitled "The crisis of management in the NHS - The absence of leadership" has been successfully submitted online and is presently being given full consideration for publication in Health Services Management Research. We aim to complete peer review and make a decision on papers within 12 weeks". 10/03/2017 - sm / Val queried this is not in the journal yet. If it isn't we can discuss with Satu whether we keep the entry. Pre-prints are allowed by the publisher, but are we keeping them in Bradford Scholars. - sm 08/12/2017 / Pre-print submitted for peer-review.

This thesis seeks to understand the role of audit in managing the performance of the NHS in Scotland and the impact which the relationship between performance and audit has upon key actors, including NHS organisations and national audit bodies. It is informed by Michael Power’s Audit Society (1999) and associated works, which present audit as a collection of ideas which shape how society defines control, accountability and transparency. The premise of this doctoral research is that the age of performance assessment in the NHS is evidence of Power’s Audit Society in action. A longitudinal analysis of annual Overview Reports produced by Audit Scotland, which symbolise the national audit body’s identity relative to the NHS, explores the impact which the performance assessment regime had upon the evolution of the national audit body and demonstrates the capacity of a national audit body to forge its own role in performance assessment and in doing so shift its identity from traditional external auditor to authoritative commentator on performance. A recent performance crisis in a Scottish NHS board is the subject of a case study which explores the role of audit when significant gaming is uncovered in a previously high-trust system. This case demonstrates how the ritual appeal of audit can be mobilised by the government to restore public confidence in reported improvements in performance across the whole NHS. The organisational impact of audit on performance management is explored through an observation-based case study set in a Scottish NHS board, which traces interactions between the main actors in audit and performance networks. These analyses show how audit can permeate the performance assessment of NHS bodies, at both the national and organisational level, even where it is not given a formal role in the assessment framework.

Yes / The role of the pharmacist as we know it has altered substantially over recent years. No longer is the expectation that they are a dispenser of pills and potions and nothing else (Richardson and Pollock, 2010). Skills/competencies mapping and associated performance have been examined from a supply chain perspective e.g. Kauppi et al., 2013; Sohal, 2013; but there is limited evidence of such exploration within the pharmacy profession and healthcare operations management. The aim of this study is to explore the critical management skills needed by pharmacists to effectively perform their role within the National Health Service (UK).

No / The perceived decline in care and benchmark standards is arguably a product of competing benchmarks and the decline of traditional mentoring approaches positioned with the patient experience at its core.

Yes / The NHS will need to make real term cost savings whilst maintaining and, where possible, enhancing the quality of essential services. The require-ment for efficiency savings to enable reinvestment in quality is estimated to be up to £21.1 billion by 2014 (Department of Health, 2010; Appleby, 2009.). This requires the NHS to increase productivity by 6 percent per annum (Appleby, 2010) while the Office of National Statistics estimates that productivity1 actually fell by approximately 0.3 percent per annum over the period 1995-2008 (ONS, 2010). Productivity is highly variable within the NHS and even within trusts (NHS Institute for Innovation and Improvement, 2004). Given these pressures, the productivity of healthcare organiza-tions is an incredibly salient topic; lean management is a particular pertinent and topical issue.

No / The NHS has always been a bargaining chip for politicians. Cuts to budgets; an ageing population; and more complex, comorbid long-term conditions have placed greater demands on health and care services. There continues to be pressure on GPs, community services, and the voluntary and social care sectors. Now that the political parties have presented their manifestos for the NHS, we need to consider what is right for patients and local communities.

No / The potential impact of the autumn statement on the future healthcare workforce.

Yes / There is increasing recognition among policymakers that health systems are no longer fit for purpose. Our hospital-centred systems, originally created to deal with communicable disease epidemics, are now faced with the challenge of delivering care to the exponentially increasing number of people living with (typically multiple)≈non-communicable disorders (NCDs). Global economic stagnation has also contributed to the pressures facing health systems – such that there is an imperative to develop new models of care.

The following thesis presents an analysis of power and control in the English National Health Service. Notably, it focuses upon power and control over knowledge; over defining what is 'valid' knowledge; over the production of that valid knowledge; and over how, what, when and where that knowledge is used in everyday clinical practice. The issue reaches to the heart of professional conception and definition and hence, control over professions themselves. The thesis attempts to demonstrate the relationship between the different professional groups in the NHS, through the analysis of national, regional and local documents, and interviews with managers, doctors, nurses, dietitians and physiotherapists in three case studies, the thesis shows the complex pattern of relations and behaviour at play. Particular attention is paid to Michael Power's notion of audit and the 'Audit Explosion', which provides a framework for the thesis, and to the work of Michel Foucault, especially his ideas about power, control and panopticism. These are used as a useful metaphor to understand and explain NBS research and audit in relation to the NHS professions. The thesis ends with a cross-case analysis which draws together the rich variety of data and concludes with an analysis of the wider sociological implications ofthe thesis.

Partnership has enjoyed fresh attention since the 1990s and consequently is a growing yet increasingly fragmented area of research. With the incoming Labour Government in 1997, policy has aimed to replace conflict with co-operation in employee relations. Partnership is an approach to managing the employment relationship based on the search for common ground between management, employees and their representatives and involves the development of long-term relationships built on high levels of trust and respect. Approaches to, and models of, partnership are still at a formative stage with no consensus on how partnership develops effectively. Despite the recognition that to understand partnership fully the study of the processes involved is necessary, little is known about these processes involved. Furthermore, the current body of literature on partnership in a UK context is limited in terms of its theoretical basis. The research set out to identify through which theoretical mechanisms partnership works. Informed by social exchange theory, the study examines the viability of partnership within the NHS and attempts to understand the conditions for its successful development. Two stages of empirical research using a mainly qualitative design were conducted. The first stage of fieldwork involved a preliminary investigation of the introduction of partnership in the National Health Service. The aim of this stage was to trace the introduction of partnership and to understand its antecedents and what had set out to achieve using data from eleven in depth interviews with key players at national, regional and local levels throughout the service. Stage two followed a case study approach and investigated the development of partnership in four NHS Acute Trusts. This stage involved a range of techniques (i.e. semi-structured interviews, focus groups, and documentation) examining the views of fifty five respondents from management and trade union representatives across the four Trusts and used data from 543 questionnaires to investigate employee's experiences of partnership. The study contributes to the partnership literature on the developmental processes of partnerships by utilising social exchange theory to better understand the viability of partnership. In particular, examining partnership from a social exchange perspective enabled a deeper understanding of the decision processes involved when deciding whether to co-operate. The study demonstrates that the theory (and its related concepts) can be helpful in examining the viability of partnership in understanding the mechanisms that lead to its successful development and the maintenance of the relationship over time. In assessing the viability of partnership, the thesis identifies the conditions under which partnership produces its effects and demonstrates how these differed in terms of changes in both the climate and the behaviour and attitudes of participants. In sum, the idea of social exchange would seem to provide an underpinning rationale for partnership. Some support for a new and expanding role for the trade union involving jOint work in developing policies was found. Trade unions appear to have a legitimate role in the relationship which is on the whole accepted by key management and trade union players. However, the union role has a low profile amongst managers and employees and trade unions lacked the organisation needed for partnership to be effective. Moreover, if trade unions are going to reap the potential rewards of partnership there should be a continuing effort to address the problems of capacity and capability (by increasing the numbers and capability of union representatives) in order to raise the profile and acceptance of the union among management and employees. In addition, there is a requirement for adequate training and support to ensure that these representatives have the attitude, skills and confidence to become effective representatives of the workforce.