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How important are quality and safety for clinician managers? Evidence from triangulated studies

How important are quality and safety for clinician managers? Evidence from triangulated studies
How important are quality and safety for clinician managers? Evidence from triangulated studies
Aims to discover the work hospital clinician managers think they do and observe them in practice. A total of 14 managerial interests and concerns were identified in focus group discussions. Clinician managers’ jobs are pressurised, and are more about negotiation and persuasion than command and control. Their work is of considerable complexity, pace and responsibility and it is predicated more on managing inputs (e.g. money and people) than care processes, systems, outputs and outcomes. Thus the capacity of clinicians in these roles to respond to reforms such as those envisaged in the Bristol Inquiry may be problematic. Qualitative studies are re-affirmed as important in providing grounded insights into not only clinical activities, but also organisational behaviour and processes
behaviour, hospital management, hospitals, service quality assurance
1477-7274
34-41
Braithwaite, Jeffrey
1a460cca-92db-459d-ba1b-7d0a25ee6546
Hindle, Donald
3e0e2d43-f19a-49b4-81a7-781cdbf6a0a0
Finnegan, Terence P.
4c142ddf-3944-4488-a6e4-eed819cb69b8
Graham, Elizabeth M.
a487ff6b-839b-4404-8391-d4145ae9732b
Degeling, Pieter J.
0e7d3b22-cc75-4d48-bd0e-b7c8b5037a8a
Westbrook, Mary T.
1318973f-0d7b-4561-87ed-36464936e9d4
Braithwaite, Jeffrey
1a460cca-92db-459d-ba1b-7d0a25ee6546
Hindle, Donald
3e0e2d43-f19a-49b4-81a7-781cdbf6a0a0
Finnegan, Terence P.
4c142ddf-3944-4488-a6e4-eed819cb69b8
Graham, Elizabeth M.
a487ff6b-839b-4404-8391-d4145ae9732b
Degeling, Pieter J.
0e7d3b22-cc75-4d48-bd0e-b7c8b5037a8a
Westbrook, Mary T.
1318973f-0d7b-4561-87ed-36464936e9d4

Braithwaite, Jeffrey, Hindle, Donald, Finnegan, Terence P., Graham, Elizabeth M., Degeling, Pieter J. and Westbrook, Mary T. (2004) How important are quality and safety for clinician managers? Evidence from triangulated studies. Clinical Governance: An International Journal, 9 (1), 34-41. (doi:10.1108/14777270410517700).

Record type: Article

Abstract

Aims to discover the work hospital clinician managers think they do and observe them in practice. A total of 14 managerial interests and concerns were identified in focus group discussions. Clinician managers’ jobs are pressurised, and are more about negotiation and persuasion than command and control. Their work is of considerable complexity, pace and responsibility and it is predicated more on managing inputs (e.g. money and people) than care processes, systems, outputs and outcomes. Thus the capacity of clinicians in these roles to respond to reforms such as those envisaged in the Bristol Inquiry may be problematic. Qualitative studies are re-affirmed as important in providing grounded insights into not only clinical activities, but also organisational behaviour and processes

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More information

Published date: 2004
Keywords: behaviour, hospital management, hospitals, service quality assurance

Identifiers

Local EPrints ID: 46211
URI: https://eprints.soton.ac.uk/id/eprint/46211
ISSN: 1477-7274
PURE UUID: b430a87a-0e6b-4739-858e-d8ce3185733f

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Date deposited: 01 Jun 2007
Last modified: 13 Mar 2019 21:03

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Contributors

Author: Jeffrey Braithwaite
Author: Donald Hindle
Author: Terence P. Finnegan
Author: Elizabeth M. Graham
Author: Pieter J. Degeling
Author: Mary T. Westbrook

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