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Related Experiment Videos

Myth-management in the NHS.

M L Thorne1

  • 1Bristol Business School, University of the West of England, Bristol, UK.

Journal of Management in Medicine
|December 8, 1996
PubMed
Summary

Clinical directors view their roles as leadership, not management. This study suggests developing and evaluating them as professional leaders, questioning the applicability of traditional management frameworks in healthcare.

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Being a clinical director: first among equals or just a go-between?

Health services management researchยท1997
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Area of Science:

  • Healthcare Management
  • Organizational Behavior
  • Medical Leadership

Background:

  • Traditional management frameworks may not align with the professional roles of clinical directors.
  • The 'managerial myth' may misinterpret the functions of healthcare professionals in leadership positions.
  • Distinguishing between management and leadership is crucial for effective healthcare delivery.

Purpose of the Study:

  • To analyze the role of clinical directors beyond conventional managerial structures.
  • To develop an empirical framework for comparing the roles of doctors and managers.
  • To investigate the cognitive maps and self-perceptions of clinical directors.

Main Methods:

  • Defining key terms: management, managing, managerialism, and leadership.
  • Developing an empirical framework to compare clinical directors and managers.
  • Analyzing the cognitive maps and role perceptions of clinical directors.

Main Results:

  • Clinical directors perceive and describe their roles primarily in terms of leadership, not management.
  • An emergent model shows clinical directors integrating new cognitive maps with professional behaviors.
  • The study challenges the appropriateness of applying managerial frameworks to clinical directors.

Conclusions:

  • Clinical directors should be recognized and developed as professional leaders.
  • The value and appropriateness of management language for healthcare professionals in the NHS are questioned.
  • The findings suggest a potential 'managerial myth' in healthcare leadership.

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