BMJ  2003;327 (13 September), doi:10.1136/bmj.327.7415.0-a

Management styles in primary care trusts are complementary

Primary care trust managers adopt different management styles to achieve their two aims of improving performance and promoting cultural change in the NHS. Using qualitative interviews and document analysis, Marshall and colleagues (p 599) examined how managers of primary care trusts deal with these different roles. To promote long term cultural change, middle managers interacted with doctors in a facilitative way, working with prevailing professional values. Senior managers adopted a more directive and authoritative style, challenging these values, to achieve short term measurable improvements. Most health service managers recognised that they cannot deliver objective improvements in performance without at the same time producing changes in the culture of their organisations.

Credit: RYUCHI SATO/PHOTONICA

CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?

Related Article

Managing change in the culture of general practice: qualitative case studies in primary care trusts

Martin N Marshall, Russell Mannion, Elizabeth Nelson, and Huw T O Davies
BMJ 2003 327: 599-602. [Abstract] [Full Text] [PDF]