The changing roles of health care personnel in health and health care management

Clinicians in management: a qualitative study of managers’ use of influence strategies in hospitals

“…Various authors have pointed out that policy makers fail to understand the social structures that exist in professionalized contexts [6,7,49,50]. The results of our study could inform policy making in this area.…”

Clinicians in management: a qualitative study of managers’ use of influence strategies in hospitals

“…Various authors have pointed out that policy makers fail to understand the social structures that exist in professionalized contexts [6,7,49,50]. The results of our study could inform policy making in this area.…”

Organisational development in general practice: lessons from practice and professional development plans (PPDPs)

“…Investments were made in team development initiatives [22] and instruments developed to measure team climate and levels of interprofessional collaboration [23]. But as the organisation became more complex, voices were heard questioning the use of the term team for this increasingly diverse collection of professionals [24] and the wisdom of introducing what Hunter called 'managerialism' into this unstructured context [25]. …”

Lean in healthcare: The unfilled promise?

“…This is particular evident in the UK NHS where services have, for over 60 years, operated within the public sector and been characterized by a high degree of political ideology, organizational complexity and the influence of powerful professional groups. Pettigrew et al (1992) Hunter (1996) highlights the inappropriateness of importing "industrial concepts and models of management into a complex and professionally dominated service activity like health" (pg 801). Research over the last twenty-five years highlights in particular the role of professional groups in resisting and weakening healthcare reform (Ackroyd, 1996;Harrison & Pollitt, 1995;Waring & Currie, 2009).…”

Clinicians in management: a qualitative study of managers’ use of influence strategies in hospitals

“…Various authors have pointed out that policy makers fail to understand the social structures that exist in professionalized contexts [6,7,49,50]. The results of our study could inform policy making in this area.…”

Organisational development in general practice: lessons from practice and professional development plans (PPDPs)

“…Investments were made in team development initiatives [22] and instruments developed to measure team climate and levels of interprofessional collaboration [23]. But as the organisation became more complex, voices were heard questioning the use of the term team for this increasingly diverse collection of professionals [24] and the wisdom of introducing what Hunter called 'managerialism' into this unstructured context [25]. …”

Lean in healthcare: The unfilled promise?

“…This is particular evident in the UK NHS where services have, for over 60 years, operated within the public sector and been characterized by a high degree of political ideology, organizational complexity and the influence of powerful professional groups. Pettigrew et al (1992) Hunter (1996) highlights the inappropriateness of importing "industrial concepts and models of management into a complex and professionally dominated service activity like health" (pg 801). Research over the last twenty-five years highlights in particular the role of professional groups in resisting and weakening healthcare reform (Ackroyd, 1996;Harrison & Pollitt, 1995;Waring & Currie, 2009).…”

Clinicians in management: a qualitative study of managers’ use of influence strategies in hospitals

“…Various authors have pointed out that policy makers fail to understand the social structures that exist in professionalized contexts [6,7,49,50]. The results of our study could inform policy making in this area.…”

Organisational development in general practice: lessons from practice and professional development plans (PPDPs)

“…Investments were made in team development initiatives [22] and instruments developed to measure team climate and levels of interprofessional collaboration [23]. But as the organisation became more complex, voices were heard questioning the use of the term team for this increasingly diverse collection of professionals [24] and the wisdom of introducing what Hunter called 'managerialism' into this unstructured context [25]. …”

Lean in healthcare: The unfilled promise?

“…This is particular evident in the UK NHS where services have, for over 60 years, operated within the public sector and been characterized by a high degree of political ideology, organizational complexity and the influence of powerful professional groups. Pettigrew et al (1992) Hunter (1996) highlights the inappropriateness of importing "industrial concepts and models of management into a complex and professionally dominated service activity like health" (pg 801). Research over the last twenty-five years highlights in particular the role of professional groups in resisting and weakening healthcare reform (Ackroyd, 1996;Harrison & Pollitt, 1995;Waring & Currie, 2009).…”