Relationships between doctors and managers in an acute NHS trust.
In: International Journal of Clinical Leadership, Jg. 16 (2008-04-01), Heft 2, S. 79-88
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Zugriff:
Evidence has recently emerged of a reaction by NHS doctors against the perceived influence of managers, a deterioration of the relationship between doctors and managers, and the alienation of both groups from the organisation that employs them. In a questionnaire survey of the United Lincolnshire Hospitals NHS Trust, senior doctors agreed with managers that the autonomy of doctors has decreased in recent years. Doctors, but not managers, believed that this had been lost to managers. Managers appeared to believe that not only doctors but also they themselves were being marginalised. There was evidence of communication barriers and of continuing and damaging conflict between the two groups. The study suggested not only that doctors and managers lack confidence in each other, but also that both groups lack confidence in themselves, the latter phenomenon being more marked among managers than among doctors. Pessimism about NHS developments reflected poor morale among both groups. These indices of disaffection have worsened in recent years. Responses to the survey suggested some ways in which this situation might be rectified. If doctors could be persuaded that managers face the same problems as they do, but in greater measure, they would be more likely to bond with managers in a common endeavour to overcome those problems. [ABSTRACT FROM AUTHOR]
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Relationships between doctors and managers in an acute NHS trust.
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Autor/in / Beteiligte Person: | Reasbeck, Philip G. |
Zeitschrift: | International Journal of Clinical Leadership, Jg. 16 (2008-04-01), Heft 2, S. 79-88 |
Veröffentlichung: | 2008 |
Medientyp: | academicJournal |
ISSN: | 1757-207X (print) |
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