Changing domains in the management process: imaging services managers in the post-1990 National Health Service.
Much of the current literature on healthcare professionals developing management roles has focused almost exclusively upon hospital doctors. This paper seeks to redress this imbalance and explores the emergence of the professions allied to medicine (PAMs) as clinical managers. A comparative study of 25 English and Scottish radiographer managers were interviewed. From the interviews, a number of themes were developed associated with moving from a clinical professional to a clinical manager and were analysed using domain theory. These themes included management, professionalism, management style, conflicts between the role of both manager and professional, and role change. Radiographer managers are forming new 'hybrid' managerial roles, which have been developing within a changing NHS. A definite tension was seen in this role change, and the transition has not been easy for this group of PAMs. However, they have shown resilience in undertaking both operational and strategic management decisions, while using their clinical background in their decision-making and have much to offer the management process.
Forbes
T
T
University of Stirling, Scotland, UK.
Prime
N
N
D003220:Conflict, Psychological; D006302:Health Services Research; D006608:Hierarchy, Social; D006740:Hospital Administrators; D006779:Hospitals, Public / Q000458:organization & administration; D006801:Humans; D007407:Interviews as Topic; D008131:London; D017009:Professional Autonomy; D011872:Radiology Department, Hospital / Q000458:organization & administration*; D012606:Scotland; D013222:State Medicine / Q000458:organization & administration*