This thesis is an interdisciplinary study of the conflicts and tensions in the role of NHS complaints managers. The thesis sets out to explore the contradictions inherent in the role of complaints managers and the ways complaints managers deal with these contradictions. The interdisciplinary theoretical underpinning of the research is informed by conceptualizations of the complaints manager in the specific socio-legal sense of 'complaints handler'/ third-party dispute handler;' a broader public administration framework, of 'administrator'/ bureaucrat, and finally a wide-ranging sociological/ social psychological framework, as 'social actor'. Thus the thesis draws on an eclectic range of literature from socio-legal studies, public administration, sociology, and social psychology. It also draws on non-theoretical social policy literature in relation to the policy context of the thesis. In relation to methodology, the research uses a qualitative approach. It is based on in depth telephone interviews recorded with thirty NHS complaints managers, which were transcribed verbatim and are the focus of systematic analysis. The complaints managers' interviews are supplemented with documentary analysis of job descriptions and person specifications of NHS complaints managers and email interviews with 'NHS complaints experts' (who are not complaint managers) who have a specialist knowledge of the complaints manager role. Three key areas emerged as the principal findings of the research: *The complaints manager's role encompasses inherent contradictions, regardless of the personal style or individual approach of the complaints manager; *Complaints managers exhibited opposing stances (that is very different responses/ reactions) to the inherent contradictions in their role in relation to 'organization orientation' versus 'complainant orientation'; *There were different types of complaints managers. Accordingly, a typology of complaints managers was generated with specific reference to their responses and reactions to the inherent contradictions in their role, in terms of complainant orientation versus organization orientation. In conclusion, the thesis argues that there are without doubt fundamental contradictions in the role of NHS complaints managers in terms of reconciling complainants' rights with organizational requirements. However, ultimately, individual complaints managers respond and react very differently to the inherent contradictions in their role.

There are currently two separate statutory processes for handling complaints about health and social care services. NHS organisations are accountable to the Department of Health and social care services are accountable through their local authority, whilst adult social care rests with the Department. There are differences in the numbers of stages and timescales involved, and in the arrangements for advocacy support and independent investigation. The Health Service Ombudsman is responsible for the ultimate review and decision on NHS complaints and the Local Government Ombudsman for social care complaints. The NAO is this report (HCP 853, session 2007-08), has undertaken an evaluation of existing performance, capability, capacity and costs of complaints handling in both health and adult social care. The NAO has set out a number of findings and recommendations, including: that where people are dissatisfied, there is a low number who make formal complaints; that navigating the complaints systems is not straightforward, partcularly for health service users; only a small proportion of NHS complainants are aware, or receive national advocacy support; that the culture and attitudes of the organisations are often a barrier to responsive complaint handling; neither the health or social care organisations know the cost of complaints handling; that pursuing a complaint requires considerable time, determination and resilience.

Awareness of the law is an essential part of any medical practice manager's role and is becoming even more important as patients and employees are becoming more litigation conscious. Every doctor in general practice must take note of the legal rights of different classes of people such as patients, employees, visitors to the surgery, and suppliers of goods and services to the practice, to ensure that these rights are not infringed in any way. Additionally the doctor must have a general knowledge of his/her own rights and how to seek redress when he/she is wronged. This handbook is designed to provide a practical guide to the law in easily understandable language and does not pretend to be a formal textbook on the law. It describes the main features of the law that are likely to impact a medical general practice, in a user-friendly well-illustrated fashion. Complex legal minutiae have been stripped away to help the non-lawyer gain an understanding of the law.

This best-selling classic has now been fully revised, expanded and updated. It has established itself over ten years and with three previous editions as the essential handbook for study and daily reference. Medical Receptionists and Secretaries Handbook, Fourth Edition contains vital information for all staff enabling them to work efficiently and effectively both within the NHS and private medical sectors. It encourages an understanding of the importance of administrative staff in providing high standards of patient care and promotes teamwork throughout the whole healthcare environment. No medical receptionist, secretary or healthcare administrator should be without it!

This is a vital text to help you with the competency assessment in the UK Foundation Programme giving practical advice in an easy to follow format. It advises new doctors on note-keeping, time management/organisation, communicating with colleagues, the structure of the NHS, and how to deal with the ethical and legal issues they face when on-call. Also looks at emotional intelligence, learning styles or how different personality types can work together more effectively.