Trends in doctor-manager relationships

doi:10.1136/bmj.326.7390.646

BMJ 2003;326:646-649 ( 22 March )

Education and debate

Trends in doctor-manager relationships

Huw T O Davies, professor of health care policy and management ^a, Stephen Harrison, professor of social policy ^b.

^a Centre for Public Policy and Management, University of St Andrews, Fife KY16 9AL, ^b Department of Applied Social Science, University of Manchester, Manchester M13 9PL

Correspondence to: H T O Davies
hd@st-and.ac.uk

The first 150 words of the full text of this article appear below.

Doctors are discontented, and one reason is their dissatisfaction with their relationship with managers. This article exploreshow management structures have changed over the past few decadesand explains how a better understanding of the dynamics behindhealthcare delivery might help to ease the tensions between doctorsand their managers

Doctors are increasingly unhappy in a changing world.¹ Although the reasons for this are broad and far reaching,² someof this discontent results from the doctor-management interface.³The rejection of the new NHS consultant contract in England andWales seemed to crystallise this discontent, hinging as it didon issues of professional autonomy and a lack of trust.⁴ Butsuch a crisis should not be seen in isolation. We can better understandthe current predicament by, firstly, reviewing the history ofthe doctor-manager relationship in the United Kingdom over recentdecades, and in particular seeing this relationship as shapedby . . . [Full text of this article]

CiteULike

Complore

Connotea

Del.icio.us Add to Digg

Digg

StumbleUpon Add to Technorati

Technorati What's this?

Relevant Articles

Programme budgeting and marginal analysis: bridging the divide between doctors and managers: Danny Ruta, Craig Mitton, Angela Bate, and Cam Donaldson
BMJ 2005 330: 1501-1503. [Extract] [Full Text] [PDF]

Doctors and managers: Clear strategy is needed, as Turkish experience shows: Seval Akgün and Guillermo Herrera
BMJ 2003 326: 1214. [Extract] [Full Text]

Vive la différence?
BMJ 2003 326: 0. [Full Text] [PDF]

Doctors and managers: a problem without a solution?: Nigel Edwards, Martin Marshall, Alastair McLellan, and Kamran Abbasi
BMJ 2003 326: 609-610. [Extract] [Full Text] [PDF]

This article has been cited by other articles:

Vlastarakos, P. V., Nikolopoulos, T. P. (2008). The interdisciplinary model of hospital administration: do health professionals and managers look at it in the same way?. Eur J Public Health 18: 71-76 [Abstract] [Full text]
Pettersen, B. J., Hofoss, D. (2007). Are public health physicians fading out of management?. Eur J Public Health 17: 642-645 [Abstract] [Full text]
Buchanan, D. A., Addicott, R., Fitzgerald, L., Ferlie, E., Baeza, J. I. (2007). Nobody in charge: Distributed change agency in healthcare. Human Relations 60: 1065-1090 [Abstract]
Garelick, A., Fagin, L. (2005). The doctor-manager relationship. Adv. Psychiatr. Treat. 11: 241-250 [Abstract] [Full text]
Ruta, D., Mitton, C., Bate, A., Donaldson, C. (2005). Programme budgeting and marginal analysis: bridging the divide between doctors and managers. BMJ 330: 1501-1503 [Full text]
Gollop, R, Whitby, E, Buchanan, D, Ketley, D (2004). Influencing sceptical staff to become supporters of service improvement: a qualitative study of doctors' and managers' views. Qual Saf Health Care 13: 108-114 [Abstract] [Full text]
Edwards, N (2003). Doctors and managers: poor relationships may be damaging patients--what can be done?. Qual Saf Health Care 12: i21-24 [Abstract] [Full text]
Marshall, M. N, Mannion, R., Nelson, E., Davies, H. T O (2003). Managing change in the culture of general practice: qualitative case studies in primary care trusts. BMJ 327: 599-602 [Abstract] [Full text]
Akgun, S., Herrera, G. (2003). Doctors and managers: Clear strategy is needed, as Turkish experience shows. BMJ 326: 1214-1214 [Full text]
Edwards, N., Marshall, M., McLellan, A., Abbasi, K. (2003). Doctors and managers: a problem without a solution?. BMJ 326: 609-610 [Full text]