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Managerial Effectiveness and the Public Sector A Health Service Example

Managerial Effectiveness and the Public Sector A Health Service Example Attempts to address the question of managerial effectiveness in theUKs National Health Service, with particular reference to doctorsholding managerial positions as clinical directors. Emphasizes a systemsframework as a model for analysis of the concept of effectiveness.Identifies and discusses the importance of various managerial inputsfor example, managerial behaviour and outputs such as objectives inbusiness plans. Highlights the difficulty of establishing outcomemeasures in a service organization. Contrasts this approach with analternative subjectivist approach which questions the validity ofobjective measures of effectiveness. The two approaches are notnecessarily incompatible but require a convergence in the philosophicalassumptions underpinning analysis. May be relevant to medical managersand other professionals acting as managers in service organizations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Managerial Effectiveness and the Public Sector A Health Service Example

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0951-3558
DOI
10.1108/09513559210019352
Publisher site
See Article on Publisher Site

Abstract

Attempts to address the question of managerial effectiveness in theUKs National Health Service, with particular reference to doctorsholding managerial positions as clinical directors. Emphasizes a systemsframework as a model for analysis of the concept of effectiveness.Identifies and discusses the importance of various managerial inputsfor example, managerial behaviour and outputs such as objectives inbusiness plans. Highlights the difficulty of establishing outcomemeasures in a service organization. Contrasts this approach with analternative subjectivist approach which questions the validity ofobjective measures of effectiveness. The two approaches are notnecessarily incompatible but require a convergence in the philosophicalassumptions underpinning analysis. May be relevant to medical managersand other professionals acting as managers in service organizations.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: May 1, 1992

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