Managerial effectiveness in the NHS. A possible framework for considering the effectiveness of the clinical director.
Examines managerial effectiveness in the NHS, in particular the effectiveness of the clinical director. Based on a qualitative study of an NHS Trust hospital case study, utilizes a social cognitive perspective to analyse the data and draw conclusions. Uses the data to suggest a possible framework for examining the effectiveness of individual directors. The framework may be relevant to other messages, particularly those in professional service organizations. It may also be used as a diagnostic tool to assess these managers. The framework is grounded in the perceptions of the interviewees at the Trust: both clinical directors and managers.
Willcocks
S
S
University of Central Lancashire, Preston.
D015510:Clinical Medicine / Q000458:organization & administration; D006779:Hospitals, Public / Q000458:organization & administration*; D006801:Humans; D007857:Leadership; D017146:Models, Organizational; D019982:Organizational Case Studies; D008486:Physician Executives / Q000592:standards*; D010819:Physician's Role; D011361:Professional Competence; D013222:State Medicine / Q000458:organization & administration; D006113:United Kingdom