How New Public Management Reforms Challenge the Roles of Professionals

Sehested, Karina

doi:10.1081/pad-120014259

Cited by 80 publications

(73 citation statements)

References 11 publications

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“…Mechanic and Roquefort (1996) argued that whilst health systems are converging in their responses to similar technological, economic, demographic and scientific challenges, this does not mean that they will not exhibit differences due to their individual historical political and social characteristics. Others support this, finding differences between countries, based on their historical arrangements and the way in which professional groups respond to change (Sehested, 2002;Kuhlmann et al, 2009;Leicht et al, 2009). The role that doctors, as a dominant professional group, play in relation to the management of health systems has been a source of great interest across nations (Dent, 2003;Jacobs, 2005;Kirkpatrick et al, 2011;Saario, 2012).…”

mentioning

confidence: 99%

Polish and UK doctors’ engagement with hospital management

Hartley

Kautsch

2014

International Journal of Public Sector Management

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Purpose – The purpose of this paper is to present the findings of a short research project, conducted in 2010 as part of a larger EU funded action investigating the participation and impact of doctors in management. The authors sought to compare the ways in which hospital doctors in the UK and Poland – countries with distinct histories – participate in management; whether they are converging and whether the type of participation found results from changes in the governance and management of these systems. Design/methodology/approach – First, a review of existing evidence and an analysis of policy documents and healthcare statistics were conducted. Identifying a lack of empirical data in the Polish context, and a potentially changing situation in the UK, the authors proceeded to collect some exploratory data in Poland, via interviews with expert informants, and to draw on data collected alongside this study in the UK from qualified doctors participating in research on management and leadership development. Findings – Hospital doctors currently hold similar types of management role in both systems, but there are signs that change is underway. In Poland, different types of medical manager and role are now emerging, whereas in the UK younger doctors appear to be expecting greater management responsibility in the future, and are starting to take up the management training now on offer. Research limitations/implications – The potential implications of these changes for the profession and policymakers in both Poland and the UK are discussed, with opportunities for further research highlighted. Originality/value – The paper provides a comparison of how medical engagement within two systems with different histories is occurring, and also of the changes underway. It provides some much needed initial insight via interviews with expert informants within the polish system, which has been under-researched in relation to the involvement of medicine in management.

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confidence: 99%

Polish and UK doctors’ engagement with hospital management

Hartley

Kautsch

2014

International Journal of Public Sector Management

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“…Professional elite monopolies in the governance of societal sectors have been under attack from an increasingly informed public in the age of mass higher education and easy access to information. In public sector reform the rule/role of professionals in welfare state governance and public bureaucracies has been challenged, and professions are perceived as self-serving "villains" producing public sector inefficiencies (Sehested, 2002). In political decision-making the distinction between beliefs based on normative views and technical knowledge are contested and blurred; is-and ought-questions, facts and values, descriptions and prescriptions are often intertwined, the argument goes.…”

Section: Why Executives? Why Eu? Why Expertise?mentioning

confidence: 99%

The Expert-Executive Nexus in the EU: An Introduction

Gornitzka

Holst

2015

PaG

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“…Gratton and Ghoshal (5) argue that such changes require new ways of managing, including working across boundaries in order to enhance learning, democratic processes and 'investing in the self' such that there are mutual gains for both individual and organisation. While research on change initiatives within public administration have acknowledged the impact upon role identity (6) , there has been little work investigating the role that identity dynamics play in the implementation of changes associated with cross-organizational working. Our research sets out to explore such a setting where innovative forms of employment have been used in order to increase flexibility and effectiveness.…”

Section: Change In Organisation and Identitymentioning

confidence: 99%

Identity Dynamics as a Barrier to Organizational Change

Beech

MacIntosh

McInnes

2006

International Journal of Public Administration

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This paper seeks to explore the construction of group and professional identities in situations of organizational. The paper considers empirical material drawn from a health demonstration project funded by the Scottish Executive Health Department, and uses insights from this project to discuss issues that arise from identity construction(s) and organizational change. In the course of the project studied here, a new organisational form was developed which involved a network arrangement with a voluntary sector organisation and the employment of 'lay-workers' in what had traditionally been a professional setting. Our analysis of the way actors made sense of their identities reveals certain barriers to change that were significant in this project, and which may relate to other change-oriented situations.

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How New Public Management Reforms Challenge the Roles of Professionals

Cited by 80 publications

References 11 publications

Polish and UK doctors’ engagement with hospital management

Polish and UK doctors’ engagement with hospital management

The Expert-Executive Nexus in the EU: An Introduction

Identity Dynamics as a Barrier to Organizational Change

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