DOCTORS AS MANAGERS - New Public Management in a New Zealand hospital

Bill Doolin

Public Management Review, 2001, vol. 3, issue 2, 231-254

Abstract: In a corporatized New Zealand public hospital, senior management introduced a strategy of ‘clinical leadership’ intended to incorporate clinicians more fully within some system of organizational control, and to make them accountable for the resources consumed as a consequence of their treatment decisions. An organizational restructuring created semiautonomous business units based around clinical specialities and headed by clinician managers. Clinician managers played a boundary role between their professional colleagues and management. In the short term, a number of senior clinicians adapted to this role and there was some evidence for their acculturation into managerial identifications. However, the majority of clinician managers acted to absorb change rather than actively champion change. For many clinical units, clinical practice continued more or less unchanged. The concept of loosely coupled systems is used to explain this separation of internal operations from organizational form.

Date: 2001
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DOI: 10.1080/14616670010029601

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