Managers therefore tended to rely on this physician role, their own or that of subordinate managers, in managing physicians.
The CEOs do not manage physicians directly; their role is to manage managers, and they run their organisations through subordinate managers in a line management system.
CEOs in Swedish healthcare run their organisations through subordinate managers in a line management structure, and they do not personally manage physicians.
It takes time to mentor subordinate managers in the frustratingly un-empirical disciplines of managing people.
"While salaries for public officials will never equal those for private-sector administrators with similar responsibilities, the unfavorable relationship of the governor's salary level to those of subordinate managers needs to be addressed," the commission wrote in a report in February 2000.
Besides the 24 managers focused, five people were interviewed as superior managers, eleven as subordinate managers, four as HR or information professionals, and five as spouses or partners.
Two chose not to participate and referred us to subordinate managers, but the interviews with those lower-level managers were not included in this study.
We found that this was done in a number of ways, in relation to not only practicing physicians, but also colleague CEOs and subordinate managers.
Physicians' autonomous behaviour in the organisation was not argued as a consequence of the CEOs' or their subordinate managers' decisions or strategies.
In short, rather than addressing their own or their subordinate managers' managerial behaviour in relation to physicians, these statements merely contained descriptions of physicians' behaviour, as perceived by the CEOs.
