Abstract
The aim of this study was to investigate the key factors that influenced the involvement of doctors in management and to see where doctors’ involvement in management could be extended.
A review of the previous literature endeavoured to find out what evidence already existed to support doctors’ involvement in management, as well as to ascertain the factors that meant they did not engage in the non-clinical agenda. This drew out a number of themes, which were to form the basis of the key national and local indicators of the so-called “management agenda” that were put across to a number of senior clinicians in interview and via a survey.
Adopting a Repertory Grid methodology (as devised by George Kelly) to draw out these views allowed interviewer bias to be eliminated from the study and the results indicated that doctors were supportive of further training and self development with regards to management issues.
In addition, consultants revealed a desire for non-clinical managers to get a better understanding of the clinical viewpoint. The results demonstrated that there should be further national benchmarking in terms of audit in order to make it more meaningful, that respondents enjoyed multi-disciplinary team working and that they were willing to offer the organisation their views with regards to their interests and skills and the structure of the organisation.
A review of the previous literature endeavoured to find out what evidence already existed to support doctors’ involvement in management, as well as to ascertain the factors that meant they did not engage in the non-clinical agenda. This drew out a number of themes, which were to form the basis of the key national and local indicators of the so-called “management agenda” that were put across to a number of senior clinicians in interview and via a survey.
Adopting a Repertory Grid methodology (as devised by George Kelly) to draw out these views allowed interviewer bias to be eliminated from the study and the results indicated that doctors were supportive of further training and self development with regards to management issues.
In addition, consultants revealed a desire for non-clinical managers to get a better understanding of the clinical viewpoint. The results demonstrated that there should be further national benchmarking in terms of audit in order to make it more meaningful, that respondents enjoyed multi-disciplinary team working and that they were willing to offer the organisation their views with regards to their interests and skills and the structure of the organisation.
| Original language | English |
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| Qualification | Master of Science |
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| Publication status | Published - 1 Dec 2005 |