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Junior doctors and management: myth and reality

Karin Newman (Karin Newman is Reader and Head of Service Quality Research Centre, Tanya Pyne is a Junior Research Fellow and Alan Cowling is Professor of Human Resource Management and Head of Research Studies, all at Middlesex University Business School, London, UK)
Tanya Pyne (Tanya Pyne is a Junior Research Fellow and Alan Cowling is Professor of Human Resource Management and Head of Research Studies, all at Middlesex University Business School, London, UK)
Alan Cowling (Alan Cowling is Professor of Human Resource Management and Head of Research Studies, all at Middlesex University Business School, London, UK)

Health Manpower Management

ISSN: 0955-2065

Article publication date: 1 February 1996

2593

Abstract

Uses an empirical investigation based on a survey of junior doctors in five NHS trust hospitals, to examine their attitudes towards both the general principle of clinical involvement in hospital management and the particular prospect of exercising such a role themselves. Finds that junior doctors, with few exceptions and irrespective of grade, were very positive towards clinical management roles in NHS trusts and were almost universally keen to assume management responsibilities when they were more senior. At the same time, finds junior doctors to have little concept of the doctor‐ manager role or the recognized and demanded specific preparation for assuming management responsibilities.

Keywords

Citation

Newman, K., Pyne, T. and Cowling, A. (1996), "Junior doctors and management: myth and reality", Health Manpower Management, Vol. 22 No. 1, pp. 32-38. https://doi.org/10.1108/09552069610113363

Publisher

:

MCB UP Ltd

Copyright © 1996, MCB UP Limited

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