Abstract
![CDATA[The funding for Australian health services has become increasingly driven by Government defined measurable performance targets, aimed to make hospitals more accountable for their budgets and resources (NSW Health 2010). The dual role of the doctor- manager has been developed to engage clinicians with management objectives, as a means to better contribute to significant changes required in health service delivery. However, the reality is that the doctor-manager role has not met the desired challenges of implementing health reform (Fulop, 2012, Kippist & Fitzgerald, 2010). This paper reports on current research that has identified complexities within the structure of the doctormanager role that contribute to differences in engagement strategies used by doctor managers in their leadership role.]]
| Original language | English |
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| Title of host publication | Proceedings of the 27th Australian and New Zealand Academy of Management Conference: Managing on the Edge: 4-6 December 2013, Hobart, Tasmania, Australia |
| Publisher | ANZAM |
| Pages | 37- |
| Number of pages | 1 |
| ISBN (Print) | 9780987596819 |
| Publication status | Published - 2013 |
| Event | Australian and New Zealand Academy of Management Conference - Duration: 4 Dec 2013 → … |
Conference
| Conference | Australian and New Zealand Academy of Management Conference |
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| Period | 4/12/13 → … |