Are we nearly there yet? A study of the English National Health Service as professional bureaucracies

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@article{8b788657e6114bdea24f2dbd8388f169,
title = "Are we nearly there yet? A study of the English National Health Service as professional bureaucracies",
abstract = "Purpose:The purpose of this paper is to explore issues of medical engagement in the management and leadership of health services in the English National Health Service (NHS). The literature suggests that this is an important component of high performing health systems, although the NHS has traditionally struggled to engage doctors and has been characterised as a professional bureaucracy. This study explored the ways in which health care organisations structure and operate medical leadership processes to assess the degree to which professional bureaucracies still exist in the English NHS.Design/methodology/approach:Drawing on the qualitative component of a research into medical leadership in nine case study sites, this paper reports on findings from over 150 interviews with doctors, general managers and nurses. In doing so, the authors focus specifically on the operation of medical leadership in nine different NHS hospitals.Findings:Concerted attention has been focussed on medical leadership and this has led to significant changes to organisational structures and the recruitment and training processes of doctors for leadership roles. There is a cadre of doctors that are substantially more engaged in the leadership of their organisations than previous research has found. Yet, this engagement has tended to only involve a small section of the overall medical workforce in practice, raising questions about the nature of medical engagement more broadly.Originality/value:There are only a limited number of studies that have sought to explore issues of medical leadership on this scale in the English context. This represents the first significant study of this kind in over a decade.",
keywords = "Performance, Medical Leadership, Leadership, Doctors, Professional Bureaucracy",
author = "Helen Dickinson and Iain Snelling and Chris Ham and Peter Spurgeon",
year = "2017",
month = jun,
day = "19",
doi = "10.1108/JHOM-01-2017-0023",
language = "English",
volume = "31",
pages = "430--444",
journal = "Journal of Health, Organization and Management",
issn = "1477-7266",
publisher = "Emerald Group Publishing Ltd.",
number = "4",

}

RIS

TY - JOUR

T1 - Are we nearly there yet? A study of the English National Health Service as professional bureaucracies

AU - Dickinson, Helen

AU - Snelling, Iain

AU - Ham, Chris

AU - Spurgeon, Peter

PY - 2017/6/19

Y1 - 2017/6/19

N2 - Purpose:The purpose of this paper is to explore issues of medical engagement in the management and leadership of health services in the English National Health Service (NHS). The literature suggests that this is an important component of high performing health systems, although the NHS has traditionally struggled to engage doctors and has been characterised as a professional bureaucracy. This study explored the ways in which health care organisations structure and operate medical leadership processes to assess the degree to which professional bureaucracies still exist in the English NHS.Design/methodology/approach:Drawing on the qualitative component of a research into medical leadership in nine case study sites, this paper reports on findings from over 150 interviews with doctors, general managers and nurses. In doing so, the authors focus specifically on the operation of medical leadership in nine different NHS hospitals.Findings:Concerted attention has been focussed on medical leadership and this has led to significant changes to organisational structures and the recruitment and training processes of doctors for leadership roles. There is a cadre of doctors that are substantially more engaged in the leadership of their organisations than previous research has found. Yet, this engagement has tended to only involve a small section of the overall medical workforce in practice, raising questions about the nature of medical engagement more broadly.Originality/value:There are only a limited number of studies that have sought to explore issues of medical leadership on this scale in the English context. This represents the first significant study of this kind in over a decade.

AB - Purpose:The purpose of this paper is to explore issues of medical engagement in the management and leadership of health services in the English National Health Service (NHS). The literature suggests that this is an important component of high performing health systems, although the NHS has traditionally struggled to engage doctors and has been characterised as a professional bureaucracy. This study explored the ways in which health care organisations structure and operate medical leadership processes to assess the degree to which professional bureaucracies still exist in the English NHS.Design/methodology/approach:Drawing on the qualitative component of a research into medical leadership in nine case study sites, this paper reports on findings from over 150 interviews with doctors, general managers and nurses. In doing so, the authors focus specifically on the operation of medical leadership in nine different NHS hospitals.Findings:Concerted attention has been focussed on medical leadership and this has led to significant changes to organisational structures and the recruitment and training processes of doctors for leadership roles. There is a cadre of doctors that are substantially more engaged in the leadership of their organisations than previous research has found. Yet, this engagement has tended to only involve a small section of the overall medical workforce in practice, raising questions about the nature of medical engagement more broadly.Originality/value:There are only a limited number of studies that have sought to explore issues of medical leadership on this scale in the English context. This represents the first significant study of this kind in over a decade.

KW - Performance

KW - Medical Leadership

KW - Leadership

KW - Doctors

KW - Professional Bureaucracy

U2 - 10.1108/JHOM-01-2017-0023

DO - 10.1108/JHOM-01-2017-0023

M3 - Article

VL - 31

SP - 430

EP - 444

JO - Journal of Health, Organization and Management

JF - Journal of Health, Organization and Management

SN - 1477-7266

IS - 4

ER -