Final Report > Chapter 15: The Culture and Management at the UBH/T > Clinicians as managers

Clinicians as managers

6 Clinicians taking up managerial duties lacked the training, experience and time to recognise and respond to problems which might exist in their area of responsibility. They were not equipped to identify the need to develop lines of communication nor how to introduce good managerial practices. Perhaps even more significantly, it was not recognised by senior management that they should be given the opportunity to acquire the necessary managerial skills. For example, we heard from Mrs Rachel Ferris about Mr Dhasmana's lack of skill as a manager. She told us that he: `... found it difficult to chair meetings and ensure that decisions got made' [6] and that: `... he found it difficult to understand some of the concepts which I as General Manager had to work with'. [7] Mr Roger Baird as Clinical Director for Surgery told us that he used to fit his work as Clinical Director into his normal working week without allocating sessions to it. He explained: `I would pop in for a few minutes and see how they were getting on. I was there, maybe twice a day just for five or ten minutes.' [8]

Footnotes

[6] WIT 0089 0017 Mrs Ferris

[7] WIT 0089 0018 Mrs Ferris

[8] T29 p.62 Mr Baird