Commission report Challenges in Hospital Service
The Hospital Commissions II and under the impression of the New Public Management reform queuing system movement since the latter part 80s has put the public sector under pressure, got leadership again in focus. IN Commission report Challenges in Hospital Service (1997) recommended that replaced by a unique hospital management. In other words, desired simplification of the complex online queue system management system developed within the hospital system. A problem with ‘clear leadership’ is that it is not particularly online queue system accurate, but both may be associate to more classic, administrative organizational theory and refer to several mindsets during NPM’s spacious umbrella term.
Principal-agent relationships
Therefore, mentions principal-agent relationships, professional contractor like queuing system leadership, management with large L and strategic management groups as examples of NPM’s managerial recommendations. In recent years intense discussions of management issues doctors as a professional group largely taken the initiative and contributed greatly to translate Unique leadership online queue system to medical management. This translation has, however, only one of many possible and need not necessarily solving the problems, among others, the latest Hospital Commission traveled. Proposal for leadership models are not alone attempts to devise appropriate means in relation to the hospital general social tasks, but also expression of occupational professional profiles and domain matches.
Meanwhile, Danish Medical Society (1998) and Health Protection Agency (1998) launch the concept of functional units- Inspired by both the Productivity Committee (1984) and ‘s (1997) call for a better basis for specialized planning- questioned by hospitals as the hospital organizational main components (see Forum, 2000). Function-bearing units emphasizes a thesis anchored, across hospitals functioning cooperation under medical management. They challenge in principle the traditional hospital management and has some counties- including and- led to the establishment of centers and center managements across hospitals and a powerful redefinition of hospital managements. After a limited life as ‘standard models’ seems both and the joint department management now be about to be abandoned or modified.
Governance’ is a central theme in a period marked by change pressures and disruption in both field and corporate level- and a while fighting for control of the hospital field and hospitals. Two extreme views is put into play and runs the debates: New Public Management movement’s ideas the and hierarchy and argument for a and specialty-based management. The article questions and methodology On this basis, it is important to look at what we know about the context, expected to be exercised leadership in which managerial tasks are need to address the perceptions and experiences, is management in hospitals, and what normative conclusions can be derived on the basis thereof. The context is important.
In the case of leadership in a field that is institutionalized, has a high level of professionalism, but in recent decades has come under increasing pressure and has been the subject of several attempts at reorganization (see Forum, 1999). Managerial functions within a field these characteristics queuing system can accommodate special challenges, which can not only be solved in Based on experience from companies within for other types of fields. But it is had not given the answer to the special characteristics and challenges are filling leadership posts with actors belonging to the field’s dominant profession. What lessons see more can extracted by the tendency to occupy new leadership positions with doctors? Finally, especially in relation to a field that attaches to training a core location- it is important to consider the implications for the training of leaders and led.