Healthcare Management

By Kieran Walshe; Judith Smith | Go to book overview

15 Working with healthcare
professionals

Carol Brooks


Introduction

The relationship between managers and doctors is pivotal to the effective delivery of healthcare services. Healthcare organisations can succeed or fail as a consequence of the nature of this relationship. Edwards et al. (2003) comment on the risks of not allowing medicine and management to come together in the organisational setting. They illustrate that there is a 'mounting body of evidence that badly managed organisations fail patients, frustrate staff, deliver poor quality care, and cannot adapt to the rapidly changing environment in which they operate and go on to suggest that 'poor management practice is at least as lethal as poor clinical practice.

This chapter seeks to explore the nature of this relationship between managers and doctors, both from an interpersonal perspective and an organisational perspective as illustrated in Figure 15.1. Although the discussion will focus primarily on the manager—doctor relationship, it is clear that many of the themes and frameworks can be extrapolated and transferred to other relationships between managers and the wider clinician community in healthcare organisations. This chapter particularly explores the changing nature of the relationship between doctors and managers over the last 30 years within the context of National Health Service changes and reforms in the United Kingdom, but it is fair to say that the issues faced by managers and doctors in the UK are found in many other countries globally, particularly in the United States and Europe.

It is critical for managers to understand the impact of professional and organisational cultures on the relationship they have with doctors, particularly in terms of behaviours displayed at an organisational level. The design and implementation of specific types of organisational structures will also affect behaviours within the relationship. This chapter illustrates how the organisational forms prevalent in healthcare have a significant impact on how doctors and managers work together. The overarching aim of the chapter is to provide both managers and doctors with the

-253-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
Healthcare Management
Table of contents

Table of contents

Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
/ 525

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Author Advanced search

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.