Workshops and Seminars 2011-12

The following Management in Medicine workshops and seminars were held at Green Templeton College in the academic year 2011-12:

Working with others

Saturday 24 September 2011, 09:30

View workshop programme for ‘Working with others’ (PDF)

Workshop leaders: Maire and Paul Brankin, both members of Green Templeton College, who work with Chairmen, Chief Executives, senior managers and medical leaders in the NHS, helping them to develop their leadership and management skills.

In June 2011, Andrew Lansley, the Secretary of State for Health, launched the new NHS Leadership Framework designed for all staff in health and care, irrespective of discipline, role and function. ‘Working with Others’ remains as one of the seven competency domains of the new framework. Effective leadership requires individuals to influence and work with others in networks and teams to deliver and improve services.

Designed for present and past medical students and doctors in training, this workshop focused on interpersonal skills, including establishing rapport, matching and pacing, effective listening, understanding how different individuals take-in information and giving feedback. The programme was interactive, involving role-playing in small groups.

NOC/ORH merger case study

Saturday 19 November 2011, 09:30

View workshop programme for ‘NOC/ORH merger case study’ (PDF)
View workshop slides for ‘NOC/ORH merger case study’ (PDF)


  • Sir Jonathan Michael, Chief Executive of the Oxford Radcliffe Hospitals.
  • Matthew Lawrence, Project Leader from the Nuffield Orthopaedic Centre.

Nuffield Orthopaedic Centre and Oxford Radcliffe Hospitals merged as organisations with effect from 1 November 2011. This merger illustrates many of the challenges facing decision making in healthcare, including maintaining the benefits of smaller hospitals, dedicated to specific diseases, while gaining the advantages of efficiency, expertise and experience of larger operating units. The idea of this merger was discussed for at least 21 years, during which time medical input has played a crucial role.

Designed for present and past medical students and doctors in training, this case study, presented by managers from the two hospitals, explored the advantages and disadvantages of merging the organisations as well as the crucial issues that finally brought the merger about. The timing of the workshop made attendance essential for anyone interested in medical leadership and management.

Financial skills for doctors

Saturday 28 January 2012, 09:30

View workshop programme for ‘Financial skills for doctors’ (PDF)

Speaker: Dominic Tkaczyk, a senior financial professional with over 40 years practical experience of finance in the NHS.

Successful managers must plan the resources needed to carry out any particular task or function and measure how those resources are used. Accounting is the discipline, developed over centuries, that helps managers to measure resource allocation and use. It provides a standard language for reporting financial performance and is primarily a way of ‘keeping score’.

An understanding of NHS finance and accounting, including how hospital budgets are constructed, how activity is measured and how to put together a business case for a new activity is an invaluable skill for any manager. In this workshop, Dominic Tkaczyk described how NHS organisations report their financial position, explained how ‘Service Level’ accounting works and illustrated how to put together a business case. Working in small groups, participants got hands-on experience in these activities.

Dominic has been Finance Director at a range of NHS organisations from Acute Trusts, to Community Trusts to Primary Care Trusts and more recently a Foundation Trust. He is familiar with the financial policies, practices and needs in Trusts as diverse as a large London Teaching Hospital and a Primary Care Trust. Dominic has also had wider management experience having managed IT, Estates and Performance Management directorates. He has also acted as Chief Executive of an Acute Trust. For the last 16 years he has run his own consultancy organisation providing interim financial management to NHS organisations bringing a wealth of experience and insight to his clients.

NHS – past, present and future

Monday 12 March 2012, 18:45

View workshop programme for ‘NHS – past, present and future’ (PDF)

Speaker: Professor Robert Arnott, Green Templeton College member and previously NHS senior manager and Director of the Birmingham Medical Institute.

The NHS is one of the world’s largest organisation, alongside the Indian Railways, the People’s Liberation Army of China and Wal-Mart. Understanding how this vast conglomerate came into being and how it works today is essential for anyone with an interest in its leadership and management. This workshop looked at the birth of the NHS, how it was originally managed and operated, the role of doctors, significant structural changes that have since occurred, especially the 1974 re-organisation, and how it is managed and funded today.

Looking to the future, the proposals contained in the Health and Social Care Bill were explained and some of it criticised. Participants in the workshop were encouraged to discuss the future of healthcare in the UK; how it should be funded; what form the NHS should have in the future; and the role of doctors in modern healthcare leadership.

Strategic planning case study: leading change in a complex world

Monday 21 May 2012, 18:45

View workshop programme for ‘Leading change in a complex world’ (PDF)

Speaker: Dr Keith Ruddle, Emeritus Fellow at Green Templeton and Associate Fellow in executive education at Saïd Business School.

There is no shortage of ‘change’ in the NHS – and apparently the rhetoric demands that ‘reform’ is ‘strategic’ and ‘transformational’. There is clearly a role for leaders at many different levels – your team, your practice, your Trust, but also at the level of local, regional and national ‘health systems’. What can we learn from cases and examples of leading major change in these different contexts?

Dr Keith Ruddle ran an interactive session using some class problems and examples of different kinds of change involving the management of healthcare and provided a framework for how leaders (at all levels) can think about the ingredients of leading change.

For 20 years, Keith has worked with senior private and public sector teams on strategy and the leadership of change. His doctoral work at Oxford was on how top teams in large organizations lead through transformational and complex change. Up to 1993 he spent 20 years in industry and consulting latterly as managing partner of Accenture’s strategic consulting practice in Europe. In the UK public sector, while at Oxford, Keith has worked with Ministers, the Cabinet Office and a number of Whitehall departments on change and reform and chaired the Prime Minister’s conference in 2006 on Public Service Reform. In health he has worked with the Dept of Health Board and the NHS on leadership and change issues since 2005. This included work on the Darzi Review, chairing the stakeholder forum on the NHS Constitution and preparing scenarios for the NHS Management Board ready for a change of government in 2010. He has recently worked on strategy and change with Boards at major NHS Trusts in Oxford, Hampshire and Swindon. At a local level he also chaired a project team to develop a successful plan to replace an ageing community hospital and care home in his Oxfordshire home town.

Personal qualities

Saturday 7 July 2012, 9:30

View workshop programme for ‘Personal qualities’ (PDF)

Workshop leaders: Maire and Paul Brankin, both members of Green Templeton College, who work with Chairmen, Chief Executives, senior managers and medical leaders in the NHS, helping them to develop their leadership and management skills.

The NHS Leadership Competency Framework developed by the NHS National Leadership Council and supported by the Academy of the Medical Royal Colleges describes the leadership competencies all NHS Managers, including doctors, should develop. It comprises seven domains, including ‘Demonstrating Personal Qualities’. This workshop is aimed at enabling participants to develop their abilities in this domain.

Designed for present and past medical students and other trainee doctors, the workshop focused on emotional intelligence and understanding ones personality and using this knowledge to work more effectively. The programme was interactive, involving self-assessment and discussions in small groups.


All enquiries about the Management in Medicine Programme should be addressed to:

Naomi Benson
Academic Projects Administrator
Green Templeton College
Woodstock Road