Where the reforms did not reach: doctors as front line managers

Abstract

The importance of the behavioural dimension of the management of front line teams in the health service has been neglected both in the training of doctors and in the recent reforms of the health service. Drawing on three case studies carried out by doctors, explores the influence of the level of understanding of behavioural factors in determining the effectiveness or ineffectiveness of management at this level. Concludes by considering some implications of the discussion for giving a more central place to these factors in the selection, training and promotion of doctors.

Citation

Hadley, R. and Forster, D. (1995), "Where the reforms did not reach: doctors as front line managers", Journal of Management in Medicine, Vol. 9 No. 5, pp. 27-38. https://doi.org/10.1108/02689239510096794