University of Oxford Introduction to Surgical Management and Leadership short course

Venue: John Radcliffe Hospital

Location: Oxford, United Kingdom

Event Date/Time: May 20, 2013 / 9:00 am - (GMT) End Date/Time: May 24, 2013 / 5:00 pm - (GMT)
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The Introduction to Surgical Management and Leadership course provides a greater understanding of how organisations work and the key role of the consultant surgeon within it. This increased understanding gives the chance to become much more effective in initiating and managing quality change. Offered by Nuffield Department of Surgical Sciences and the Department for Continuing Education’s CPD Centre, the taught week is led by Professor Richard Canter, Head of School of Surgery, Severn Deanery, NHS Education South West. The Introduction to Surgical Management and Leadership course illustrates the various ways in which finance, healthcare markets, organisational systems, and professionalism operate together. The relationship between these factors generates three basic themes:

  •     Healthcare systems in the NHS and other models of healthcare
  •     Individual professionalism and leadership in creating quality healthcare
  •     Developing the business case for quality.

By the end of the course participants will be able to:

  •     Understand the different drivers for improvement in healthcare systems that exist in the UK and the world including their advantages and disadvantages;
  •     Understand the difficult decisions facing all healthcare systems;
  •     Appreciate the role of individual clinicians in improving healthcare quality and productivity in different systems;
  •     Have an understanding of themselves as a professional;
  •     Understand the role of the professional in improving quality;
  •     Understand the role of leadership in quality improvement;
  •     Understand of the role of leadership in organisational change;
  •     Understand the purpose and nature of a business case;
  •     Equip participants with the tools to create, market and implement their own business case.

At the end of the week there will be the opportunity to apply these elements in an imaginary surgical case study and to examine the individual's role as they participate in managing competing organisational interests.


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