Relationships between doctors and managers: the Scottish experience.
Based upon empirical research conducted in 1993, attempts to illustrate the implications of efforts to bring doctors into management. It addresses in particular the role of key appointments such as the medical director and clinical directors and the perceptions of these roles. Doctors continue to demonstrate themselves to be reluctant managers and this continues to pose problems for the aspirations contained in Working for Patients. Crucial questions must be asked about whether management represents a productive use of doctors' time and whether the NHS can afford premium rates for largely inexperienced managers. Identifies changes that have taken place to date and indicates that doctors are, for the most part, still lukewarm about a career in medical management.
Bruce
A
A
Department of Law and Public Administration, Glasgow Caledonian University.
Hill
S
S
D006040:Goals; D006302:Health Services Research; D018578:Hospital-Physician Relations; D006801:Humans; D008505:Medical Staff, Hospital; D008486:Physician Executives; D010819:Physician's Role; D012606:Scotland; D013222:State Medicine / Q000458:organization & administration*