Review

Management roles OK?

HELPING DOCTORS WHO MANAGE: learning from experience
Judith Riley
King’s Fund, 1997, £17.00

Increasingly in recent years doctors have been taking on managerial roles. The latest government White Paper on the NHS further emphasises the need to involve health professionals in decision making in the NHS, so this book comes at a good time for those doctors who suddenly find themselves faced with new roles for which they are ill-prepared.

It is based on the experience of the author and her colleagues in offering management training to doctors. Each chapter deals with a common problem which medical managers may face, starting with a scenario or case study, and ending with a discussion which summarises the key arguments. A short list of references is included at the end of the chapter for those who wish to read further. The narrative style is easy to read, and while some readers may find it slightly patronising, others will appreciate its relaxed approach.

The book undoubtedly contains a lot of common-sense, but does not pretend to provide all the answers. The author approaches the problems doctor-managers face rather like a psychologist might analyse a patient’s problems. She demonstrates how doctors themselves may be part of the problem in a difficult situation and that medical training and ways of thinking may not be appropriate or useful in dealing with many management issues.

In summary, this is a very accessible text for doctors which will provide insight and reassurrance for those faced with new management responsibilities.