Hostname: page-component-cd9895bd7-fscjk Total loading time: 0 Render date: 2024-12-29T10:06:06.548Z Has data issue: false hasContentIssue false
  • English
  • Français

How consultants manage their time

Published online by Cambridge University Press:  02 January 2018

Francis Creed
Rights & Permissions [Opens in a new window]

Extract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

One of the most valuable commodities in the NHS is the individual consultant's time. This is what patients, their relatives, and other staff want most, and they complain that it is not sufficiently available. We increasingly examine the use of our resources and the quality of our service but do not pay sufficient attention to this variable. This article aims to highlight the importance of the clinician's time and suggests that it should be subjected to periodic audit, along with other aspects of the service, and that the duration of face-to-face contact with patients should be introduced as one of a series of quality measures.

Type
Research Article
Information
Advances in Psychiatric Treatment , Volume 1 , Issue 3 , January 1995 , pp. 65 - 70
Copyright
Copyright © The Royal College of Psychiatrists 1995 

References

Andrews, G. (1989) Private and public psychiatry: a comparison of two health care systems. American Journal of Psychiatry, 146, 881–886.Google ScholarPubMed
Sims, A. (1991) Even better services: a psychiatric perspective. British Medical Journal, 302, 1061–1063.Google Scholar
Watson, J. P. (1985) Psychiatric manpower and the work of the consultant. Bulletin of the Royal College of Psychiatrists, 9, 170–173.Google Scholar
Watson, J. P. (1986) Calculating a district's psychiatric manpower. Bulletin of the Royal College of Psychiatrists, 10, 334–337.Google Scholar
Submit a response

eLetters

No eLetters have been published for this article.