Exact(27)
Managers therefore tended to rely on this physician role, their own or that of subordinate managers, in managing physicians.
This pilot study showed that the interviews provided extensive information about the managers' experiences in managing physicians and that the respondents to a large extent seemed to describe general aspects regarding management of physicians.
A fourth management strategy was to rely on the physician role instead of the manager role when it came to managing physicians.
(G.nP) In such statements, the demands of managing physicians were not associated with the managers' strategies or behaviour, but rather with the physicians' high standing in the organisation.
Of course this might indicate that managers at subordinate levels in the organisation experience the task of managing physicians as very troublesome, and that this perception is also conveyed to the highest levels in the organisation.
In this context, it has been proposed that leading and managing physicians, unlike managing other healthcare professionals, may put specific demands on managers in healthcare organisations [ 5].
Similar(33)
There is however evidence suggesting that LOS are influenced by managing physician attributes and the quality of care organisation.
In those cases, the CEOs clearly stated that their own role was to manage managers and that it was the responsibility of their subordinate line managers to manage physicians.
Our results also show that managers use strategies to manage physicians that seem to weaken the manager role in the organisation.
The CEOs seldom reported that general management strategies were used to manage physicians.
CEOs in Swedish healthcare run their organisations through subordinate managers in a line management structure, and they do not personally manage physicians.
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Justyna Jupowicz-Kozak
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