TY  - JOUR
AB  - Seeks to throw light on both strategic and managerial aspects of the post of medical director. The medical director is a key executive member of the Trust Board, yet the role remains ill‐defined. The existing published guidance gives some indication of what medical directors should be doing but gives limited information about “best practice” or how to cope with the demands being made on them. A survey of medical directors in 1994 revealed the diversity of the tasks that they can be called on to perform, often with inadequate managerial and secretarial support. The survey also indicated that problems have occurred as a result of the heavy workload and unexpected multiple facets of the role. Concludes that, to make the job somewhat easier, there should be a clear core job specification which is tailored to suit the individual circumstances. This should be combined with generous support and training, together with a suitable reward package.
VL  - 23
IS  - 2
SN  - 0955-2065
DO  - 10.1108/09552069710166643
UR  - https://doi.org/10.1108/09552069710166643
AU  - Leigh Susie
AU  - Newman Karin
PY  - 1997
Y1  - 1997/01/01
TI  - Mission impossible? The definition and functions of the medical director
T2  - Health Manpower Management
PB  - MCB UP Ltd
SP  - 44
EP  - 48
Y2  - 2024/04/23
ER  -