The skilled workforce will need to keep abreast of developments and hone their skills and abilities. Flexibility, innovativeness, and efficiency will be the key to present and future challenges.
Amputation is a curse. It leads an individual to ineptness. Misfortunes in the form of accidents, atrocity and violence, war, and diseases are attributed to parts of a human body being amputated. This action deprives the affected individual from doing the normal chores of a healthy person. Prosthetics help such people who have had to face the blade of surgeons on the operation table. Fitting limb prosthesis can help improve their quality of life. Even though such individuals may not be able to perform their ablutions like a normal individual, a properly fitted prosthesis can restore an individual's ability to walk, grasp, and manipulate objects, resulting in greater independence. These unfortunate individuals can get back on the road to financial independence, as they have the ability to return to work and participate in recreational activities, develop a better body image and improve self esteem. The prosthetic team comprises medical experts and members from nursing, prosthetics, physiotherapy and occupational therapy. Each member has a unique role in helping persons with amputations (The Rehabilitation Centre, 2004).
Since 1948, doctors have in some sense been involved in management. Medical Superintendents were doctors who combined their clinical works with permanent management posts. Many government authorities had doctors as Medical Officers of Health which are similar to the general managers in today's trusts (Harrison and Pollitt, 1994). Some became directors of clinical programmes by virtue of their seniority. Senior doctors in specialties such as pathology or radiology were required to manage various non-medical staff in their departments and to co-ordinate with other departments in dealing with their patients. Should more doctors, and more generally clinicians, be involved in management (Chapter2, The Medical Director Phenomenon, groups.csail.mit.edu)
Also to inculcate more participation and devotion to duty, do prosthetists make good managers This paper takes a closer look at the pros and cons that could well help define the logic behind such a move. The prosthetic service is contracted out of the NHS and the retention of the contract is often down to how successful the local manager is in providing leadership and motivating the team. Thus, if prosthetics are trained and prepared for management duties, they could help streamline operations that benefit the organisation, both financially, and professionally. In 1984, under the chairmanship of Mr. Roy Griffiths, an inquiry team was set up to review the management setup within the National Health Service (NHS). The Inquiry Team's report made a series