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.
Keywords
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
Publisher
:MCB UP Ltd
Copyright © 1995, MCB UP Limited