Reports a qualitative study of practice managers’ roles and responsibilities in eight practices in the Grampian region of Scotland. Observes wide variations in the roles and responsibilities of managers associated with the size and fundholding status of the practice. Notes that larger practices had better developed management structures allowing the managers to delegate tasks and undertake a more proactive planning and executive role, and that medium and smaller practices had less well developed management structures and managers were more likely to act as practice administrators with limited autonomy. Concludes that practice managers are playing an increasingly important role in general practice. Also that the influential role of the practice manager in the development of practice policies and the transfer of administrative responsibilities from the partners to the manager have all contributed to a change in general practitioners’ perceptions of the practice manager.
Westland, M., Grimshaw, J., Maitland, J., Campbell, M., Ledingham, E. and Mcleod, E. (1996), "Understanding practice management: a qualitative study in general practice", Journal of Management in Medicine, Vol. 10 No. 5, pp. 29-37. https://doi.org/10.1108/02689239610146535Download as .RIS
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