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Unitary management, multiple practices?

Unitary management, multiple practices? Purpose – The purpose of this paper is to explore whether unitary managers with different professional backgrounds carry out and reflect differently upon their roles as unitary managers. Design/methodology/approach – This paper presents findings from two different studies, comprising both data from qualitative interviews and a nationwide survey. Findings – Doctors and nurses in many respects perform their roles as unitary managers differently. They hold the same position but carry out their roles differently. Doctors are very committed to clinical tasks and stress to a great extent that clinical tasks should be integrated in management at the department level. The opposite is true for the nurses, where leadership first and foremost should be understood as management. Practical implications – Even though doctors and nurses are in the same position they manage differently, being committed to different tasks within the unit. This is not the intention of the reform. However, the question is thus, will this have (severe) consequences for the organization? Or does it represent a healthy diversity in the health organisation? Originality/value – This paper explores whether different professions carry out their managerial tasks differently and what practical implications this could have. It brings to the fore substantial empirical data on how one of the major reforms in Norwegian (and international) health care has been adopted and carried out by major professional groups. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Health Organisation and Management Emerald Publishing

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References (31)

Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7266
DOI
10.1108/14777260910979290
pmid
19862864
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to explore whether unitary managers with different professional backgrounds carry out and reflect differently upon their roles as unitary managers. Design/methodology/approach – This paper presents findings from two different studies, comprising both data from qualitative interviews and a nationwide survey. Findings – Doctors and nurses in many respects perform their roles as unitary managers differently. They hold the same position but carry out their roles differently. Doctors are very committed to clinical tasks and stress to a great extent that clinical tasks should be integrated in management at the department level. The opposite is true for the nurses, where leadership first and foremost should be understood as management. Practical implications – Even though doctors and nurses are in the same position they manage differently, being committed to different tasks within the unit. This is not the intention of the reform. However, the question is thus, will this have (severe) consequences for the organization? Or does it represent a healthy diversity in the health organisation? Originality/value – This paper explores whether different professions carry out their managerial tasks differently and what practical implications this could have. It brings to the fore substantial empirical data on how one of the major reforms in Norwegian (and international) health care has been adopted and carried out by major professional groups.

Journal

Journal of Health Organisation and ManagementEmerald Publishing

Published: Aug 7, 2009

Keywords: Work identity; Doctors; Nurses; Norway

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