Accountability in Nursing and Midwifery, Second Edition

Content material:
Chapter 1 creation (pages 1–8): Roger Watson and Stephen Tilley
Chapter 2 the advance of Nursing as an liable occupation (pages 9–20): Susan McGann
Chapter three responsibility and scientific Governance in Nursing: a serious evaluate of the subject (pages 21–37): Kerry Jacobs
Chapter four responsibility and scientific Governance (pages 38–46): Roger Watson
Chapter five The felony responsibility of the Nurse (pages 47–63): John Tingle
Chapter 6 responsibility and scientific Governance: a coverage standpoint (pages 64–76): Tracey Heath
Chapter 7 responsibility in NHS Trusts (pages 77–86): Stephen Knight and Tony Hostick
Chapter eight responsibility and scientific Governance in Nursing: a Manager's viewpoint (pages 87–98): Linda Pollock
Chapter nine operating with Children:Accountability and Paediatric Nursing (pages 99–116): Gosia Brykczynska
Chapter 10 responsibility and scientific Governance in studying incapacity Nursing (pages 117–131): Bob Gates, Mick Wolverson and Jane Wray
Chapter eleven the place does the greenback cease? responsibility in Midwifery (pages 132–142): Rosemary Mander
Chapter 12 responsibility in neighborhood Nursing (pages 143–156): Sarah Baggaley with Alison Bryans and Alison Bryans
Chapter thirteen medical Governance, responsibility and psychological well-being Nursing: an Emergent tale (pages 157–169): Stephen Tilley
Chapter 14 responsibility in Nursing learn (pages 170–189): Alison Tierney and Roger Watson

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Sample text

Effective procedures to identify and remedy poor performance include key actions such as critical incident reporting and patient complaint procedures. The clinical governance agenda as contained in A First Class Service: Quality in the new NHS (Department of Health, 1998) and in Clinical Governance: Quality in the new NHS (Department of Health, 1999a) had three main elements. The first was the establishment of a set of national quality standards through national service frameworks and the National Centre for Clinical Excellence (NICE).

It is difficult to see how one could ‘stand behind’ something that has not yet occurred. Therefore, their position is internally contradictory and their distinction between recounting and accounting meaningless. A second major flaw in Lewis & Batey is their confusion over the nature of control. They suggest that it is fallacious reasoning to equate accountability with control. Accountability and control are not the same thing and authors such as Passos (1973) who have suggested this are wrong. Well, all that can be said is that Lewis & Batey are wrong, and that they are inconsistent with their own structuralist/functionalist worldview.

Effective procedures to identify and remedy poor performance include key actions such as critical incident reporting and patient complaint procedures. The clinical governance agenda as contained in A First Class Service: Quality in the new NHS (Department of Health, 1998) and in Clinical Governance: Quality in the new NHS (Department of Health, 1999a) had three main elements. The first was the establishment of a set of national quality standards through national service frameworks and the National Centre for Clinical Excellence (NICE).

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