The clinician-executive: A review

Hinkle, Andrew Lee; Burns, Mark

doi:10.1007/bf00820771

Cited by 8 publications

(2 citation statements)

References 15 publications

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“…However, many practitioners who become managers of human services, even those with characteristics linked to successful management outcomes, will not naturally nor painlessly blossom in that role. Unfortunately, we have good reason to believe that thrusting unprepared, perhaps unsuited, clinicians into administrative roles has been fairly typical (Hinkle & Burns, 1978). We also have learned that many psychologists are becoming managers very early in their careers (Stapp, Fulcher, Nelson, Pallak, & Wicherski, 1981) and thus have little time to acquire the necessary training prior to assuming such roles.…”

Section: Training Optionsmentioning

confidence: 99%

Training in human service management for future practitioner-managers.

Clements¹

1992

Professional Psychology: Research and Practice

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The growing involvement of psychologists in the management of human services, particularly in the public sector, has not been reflected in the development of corresponding academic or practicum training focusing on issues of service delivery. This article gives an overview of the practitioner-manager role and develops a rationale for management-oriented training in doctoral programs. An introductory course is briefly noted, and a review of models, knowledge and skills, and training resources is provided. Also described are practitioner-manager trends, training alternatives, and competing demands of the graduate curriculum.

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Section: Training Optionsmentioning

confidence: 99%

Training in human service management for future practitioner-managers.

Clements¹

1992

Professional Psychology: Research and Practice

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“…Consequently, more psychologists are in a position to determine the use of major human ancl capital resources and promote the delivery of high-quality human services (Kilburg, 1984). Most psychologistadministrators are clinicians who were promoted to managerial positions for which they were not formally prepared and for which they may not be suited (Hinkle & Burns, 1978). Most psychologistadministrators are clinicians who were promoted to managerial positions for which they were not formally prepared and for which they may not be suited (Hinkle & Burns, 1978).…”

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confidence: 99%

An Experientially- and Community-Oriented Graduate Course in Mental Health Administration

Glenwick

1987

Teaching of Psychology

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A graduate course in mental health administration that combines classroom, field visit, and practicum components is described. The course provides students with an overview of the major responsibilities, concerns, and issues in the management of mental health facilities. Course evaluation data indicate that the course has been meeting its goal of stimulating students' interest in this area of increasing involvement by psychologists.

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