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Clinical Obstetrics and Gynaecology provides a thorough overview of the essential topics that healthcare practitioners in the field need to know, with a focus on clinical practice. This highly regarded textbook provides comprehensive coverage of gynaecology, reproductive health, obstetrics and on-call for O&G. It has been thoroughly updated to incorporate significant developments in clinical care, including in prenatal diagnosis and screening, COVID-19 management, antenatal and postnatal care, and telemedicine abortion practices. With full colour illustrations, self-assessment questions and additional online material to reinforce learning, this is a valuable resource for medical students, junior doctors, midwives, nurses and for healthcare practitioners from other specialties seeking a broad-based grounding in O&G. - Clear and concise to enhance learning - Summary boxes, key points boxes, and high-quality anatomical illustrations make navigation easy - Aligns with current guidelines and practice - New OSCE practice cases and SBA questions

The fourth edition of this highly regarded textbook has been thoroughly overhauled. There is ■ a new chapter bridging the gap between learning and doing (On-Call); ■ new coverage of FGM and the Zika virus; ■ sepsis has been updated; ■ there is access to a further five chapters; ■ there are ten videos to guide learners through the more difficult, complex issues they might face in O&G; ■ and new self-assessment has been written to help with testing understanding. - Key points boxes throughout - Full-colour illustrations throughout - Over 350 illustrations - Comprehensive coverage - New chapter covering On Call O&G with practical guidance and steps for acute and important issues likely to be encountered (hypertension, sepsis, bleeding, labour-ward emergencies etc.). - New sections on FGM. - Expanded areas in medical disorders in pregnancy and mental illness. - Comes with an e-book on StudentConsult. - Ten videos with experts guiding viewers through a range of essential issues, from on-call scenarios to fetal medicine. - Self-assessment. Over 40 SBAs and case-based questions.

This book examines the life and times of John Bolton, a Cambridge graduate who graduated as a Baker Scholar from Harvard Business School, and returned to Britain to quickly chair Solartron, one of the outstanding of the early British electronics companies in the 1950s. John Bolton also enjoyed a career of public service and private good works. He led the founding of the Foundation for Management Education, which had an extremely influential role in the development of management education in Britain, and chaired the 1968-71 Committee of Inquiry on Small Firms, resulting in what is now generally called the Bolton Report. The Bolton Report became and continues to be the starting point for analysis of the sector at a time when small business is again being seen as a major contributor to the British economy and has revolutionized attitudes and policy towards the small business sector at all levels.Bolton's career covered a range of different dimensions of mid to late twentieth century industrial and public life in Britain, and the history is as much about these as it is of the man himself. The intention of this book is to illuminate the institutions in which Bolton worked as well as to paint a picture of his own role.

This updated and exciting fourth edition of Managing People: A Practical Guide for Front-Line Managers addresses the growing needs of front-line managers who are not themselves specialists in personnel management but whose roles require them to have these skills. A growing trend over the last two decades has given these managers an increasing amount of responsibility of direct line management, which can be extremely challenging especially if the correct training is not given.This book examines how the different parts of managing people fit together, whilst acknowledging that different contexts require different approaches and recognizing ongoing organizational, environmental and legal changes that affect the employment framework. It recognizes the rapidly changing context in which modern front-line managers have to operate and acknowledges the increasing expectations of good leadership as a necessity. However, the book also emphasizes the need for front-line managers to understand themselves, their own management styles and attitudes, together with the importance of empathy in appreciating the perspectives of the staff that work under them.Managing People: A Practical Guide for Front-Line Managers is designed for both new managers and for NVQ/SVQ Level 4 students. It is also appropriate for the first stages of Foundation Degrees and for HND courses combining academic study with workplace learning.

Wherever you study or practise obstetrics and gynaecology, a sound knowledge of the clinical aspects will underpin your understanding of the specialty and maximise your ability to make a difference to the care of women and babies. A perfect companion to Kumar and Clark's Clinical Medicine, this new edition continues to provide an excellent grounding and framework for handling clinical problems in obstetrics and gynaecology. Highly illustrated with clear, full-colour line drawings and colour photos. Summary boxes and tables throughout. Key-points boxes at the end of each chapter. The latest information for statistics and genetics. Forward-looking approach to obstetrics and gynaecology. History and ethics boxes throughout. Organized into three sections: Fundamentals, Gynaecology, and Pregnancy and the puerperium. New section on sexual and reproductive health New chapter on surgery to aligned with the RCOG undergrad curriculum Anaesthesia chapter totally reworked. Increased coverage of ectopic pregnancy and miscarriage. Fully revised and updated throughout.

This book attempts to assess the ministry of the Church in Winchester – a premier diocese – in the seventh century – a time of outstanding upheaval – as it underwent the awesome challenges of Archbishop Laud's Arminianism, abolition during the wars and emergence after the Restorations into an age of Toleration. The focus is the parish. While the hierarchy was immersed in national policy, the parish clergy were the front line – the interface – between Church and people. They performed the essential rites of passage in the communities, from baptisms to communion – and with the churchwardens, oversaw the fabric of their church, its fittings and charity. Five critical points – 1615, 1637, 1663, 1675, and 1697 – form the basis of this study. Early chapters examine such characteristics as ‘class,'education, an d income of the clergy; later chapters, likewise, parochial activity over the century. It is the contention of this survey that the mid-century upheavals smashed traditional loyalties but that the parish clergy and their overlords, when restored, reverted to type and failed to heed the lessons of the 1640s/50s. Problems from outmoded parochial boundaries to pluralism and working into old age remained unaddressed, depriving the church of the vigorous ministry needed in the changed circumstances of post-restoration Britain.

Lyndall Urwick was the dominant figure in British management between the late 1920s and the early 1960s. His writings and his passion in pursuit of management as a scientific and systematic activity rather than the rule-of-thumb approach to decision-making all too prevalent in Britain exercised a huge influence on management at the time; and ultimately management as we know it today. Urwick was greatly affected by his experience of the First World War and at Rowntree's. He went on to become Director of the International Management Institute between 1928-33, before forming a very influential management consultancy, Urwick Orr and Partners, which he chaired for the rest of his career. He was also deeply involved with almost all the institutional developments in British management up to the 1960s, including the Management Research Groups, the Institute of Industrial Administration, the British Institute of Management, the Administrative Staff College, and the management education side of the Anglo-American Council on Productivity. In pursuit of what he called his'mission at large', he gave hundreds of talks in his lucid and charismatic style, many of which were published as articles or booklets. These talks were not only in Britain but in Australia after his emigration there in 1961, in America, where he became the best-recognized foreign exponent of management, and in a range of countries around the world. But he will probably be best remembered for his writings, not only on organization theory, where he is recognized as a great synthesizer and leader in the classical school, but on a wide range of other topics, including the history of management, leadership, marketing, and management education and development. Truly he was a man of many parts.

Management has always been part of human organization, but it is only in the last two centuries or so that it has been the central driver of economic activity, as companies have moved from family firms to hugely complex, multinational corporations with many layers of management. The term management is commonly used in three ways: as a process or activity; as a structure in any organization; and as a group or class of people carrying out certain roles in an organization. This book is the first detailed account of the evolution of management in all three senses. The focus is mainly on the UK, but throughout the broader question of why corporate management structures developed so impressively in the USA, Germany and Japan is borne in mind, while arguably little progress was made in this regards in the UK. Equally the authors consider why, given that management is now so widely studied, so little careful research has been undertaken into the evolution of the practice and the profession of management. The book is divided into four sections. Part One provides An Introduction to Management History; Part Two, Management and Organization, explores the historical development through the 19th and 20th centuries; Part Three, Managers in Context, looks at the social and cultural context of management and managers; and Part Four considers three key functional areas, labour, marketing, and accounting and finance. This rich, detailed, and path-breaking book will be essential reading for anyone wanting to understand the evolution of management as we now understand it, whether academics, students or managers themselves.

'Managing People'addresses the perspective of the individual manager whose role includes the management of people, as well as issues concerning the organization as a whole. The theme of the book is about responding to organizational and environmental change and the people skills that will be required for this in the twenty-first century. A system model of how the different parts of HR fit together is included, with the acknowledgement that different contexts require different approaches, and the role of the individual manager is considered within them. The stakeholder perspective is examined as it affects the management of people, and links human resource management policy and practice to financial results. This new edition also reflects the modern move towards performance management as an organizational business strategy. The role of leadership at all levels of the organization is also emphasized.There is a new chapter on managing challenging situations, such as the management of diversity, power, stress, and conflict, as well as the handling of grievances and discipline. Another new chapter pulls together the increasingly important aspects of the legal regulation of behaviour at work, and stresses the move from collective relationships to individual rights in the workplace. This text is suitable for use on the Chartered Management Institute Diploma level modules on recruitment and selection, managing performance, and developing teams and individuals. It is also to be used for NVQ courses in HRM at levels 4 and 5 and is valuable for HR Professionals and line managers.