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Keywords: Leadership, Management, Curriculum, Medicine. Introduction Leadership matters. Management and leadership in healthcare: what do they mean? How can we solve this problem? References 1. Addressing the leadership gap in medicine. Acad Med. Bate P. The next phase of healthcare improvement: what can we learn from social movements? Qual Saf Health Care.

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About CCGs. Department of Health. High quality care for all — NHS next stage review final report. London: The Stationery Office; Cohen W.


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The art of the leader. Englewood Cliffs: Prentice Hall; Martin G, Learmonth M. Soc Sci Med. CanMEDS physician competency framework. Nuffield Trust.

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Fact or Fiction? The future of leadership and management in the NHS. NHS spending: squeezed as never before. Monitor; [cited 1 March ]. Francis R.

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Report of the mid Staffordshire NHS foundation trust public inquiry — executive summary. Leadership and Management for all doctors. CanMEDS evaluation in Canadian postgraduate training programmes: tools used and programme director satisfaction. Med Educ.

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How Dutch medical residents perceive their competency as manager in the revised postgraduate medical curriculum. Postgrad Med J. Medical leadership competency framework.


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BMJ Careers — What is deterring doctors from management roles? Doctors who become chief executives in the NHS: from keen amateurs to skilled professionals. J Royal Soc Med. Outcomes for graduates. Int J Med Educ. Baeza J. Health care management.

MATRIX ORGANIZATIONAL STRUCTURE

Imperial College London. Management Imperial College London. Medicine — top UK university subject tables and rankings Kotter J.


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What leaders really do. Harv Bus Rev. University of Birmingham. Stoller J. Developing physician-leaders: key competencies and available programs. Preview Supervisory Training. Interested in learning more about training your supervisors?

Management/Leadership Styles

Receive email updates Never miss an update. Sign up to receive weekly emails with our latest posts. Subscribe RSS Feed. Recent Posts. Have more levels of reporting in the organization, resulting in a more heirarchical organization Supervisors can spend time with employees and supervise them more closely Creates more development, growth, and advancement opportunities. More expensive high cost of management staff, office, etc. More supervisory involvement in work could lead to less empowerment and delegation and more micromanagement Tends to result in communication difficulties and excessive distance between the top and bottom levels in the organization.

Have fewer levels of reporting in the organization, resulting in a more flexible, flatter organization Ideal for supervisors mainly responsible for answering questions and helping to solve employees problems Encourages empowerment of employees by giving more responsibility, delegation and decision-making power to them. Tends to result in greater communication efficiencies and frequent exposure to the top level of the organization May lead to overloaded supervisors if employees require much task direction, support, and supervision May not provide adequate support to employees leading to decreased morale or job satisfaction.