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What health care ma...
What health care managers do : Applying Mintzberg’s structured observation method
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- Arman, Rebecka, 1976 (author)
- Gothenburg University,Göteborgs universitet,Företagsekonomiska institutionen, Studier av organisation och samhälle,Department of Business Administration, Studies of Organization and Society
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- Dellve, Lotta (author)
- Gothenburg University,Göteborgs universitet,Högskolan i Borås,Akademin för vård, arbetsliv och välfärd,Institutionen för medicin, avdelningen för samhällsmedicin och folkhälsa,Institute of Medicine, School of Public Health and Community Medicine
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- Wikström, Ewa, 1967 (author)
- Gothenburg University,Göteborgs universitet,Företagsekonomiska institutionen, Studier av organisation och samhälle,Department of Business Administration, Studies of Organization and Society
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- Törnström, Linda (author)
- Gothenburg University,Göteborgs universitet,Institutionen för medicin, avdelningen för samhällsmedicin och folkhälsa,Institute of Medicine, School of Public Health and Community Medicine
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(creator_code:org_t)
- Hindawi Limited, 2009
- 2009
- English.
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In: Journal of Nursing Management. - : Hindawi Limited. - 0966-0429 .- 1365-2834. ; 17:6, s. 718-729
- Related links:
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https://urn.kb.se/re...
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https://doi.org/10.1...
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https://urn.kb.se/re...
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https://gup.ub.gu.se...
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Abstract
Subject headings
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- Aim The aim of the present study was to explore and describe what characterizes first-and second-line health care managers' use of time. Background Many Swedish health care managers experience difficulties managing their time. Methods Structured and unstructured observations were used. Ten first-and second-line managers in different health care settings were studied in detail from 3.5 and 4 days each. Duration and frequency of different types of work activities were analysed. Results The individual variation was considerable. The managers' days consisted to a large degree of short activities (<9 minutes). On average, nearly half of the managers' time was spent in meetings. Most of the managers' time was spent with subordinates and <1% was spent alone with their superiors. Sixteen per cent of their time was spent on administration and only a small fraction on explicit strategic work. Conclusions The individual variations in time use patterns suggest the possibility of interventions to support changes in time use patterns. Implications for nursing management A reliable description of what managers do paves the way for analyses of what they should do to be effective.
Subject headings
- MEDICIN OCH HÄLSOVETENSKAP -- Hälsovetenskap -- Hälso- och sjukvårdsorganisation, hälsopolitik och hälsoekonomi (hsv//swe)
- MEDICAL AND HEALTH SCIENCES -- Health Sciences -- Health Care Service and Management, Health Policy and Services and Health Economy (hsv//eng)
- MEDICIN OCH HÄLSOVETENSKAP -- Hälsovetenskap -- Omvårdnad (hsv//swe)
- MEDICAL AND HEALTH SCIENCES -- Health Sciences -- Nursing (hsv//eng)
- SAMHÄLLSVETENSKAP -- Annan samhällsvetenskap -- Arbetslivsstudier (hsv//swe)
- SOCIAL SCIENCES -- Other Social Sciences -- Work Sciences (hsv//eng)
- SAMHÄLLSVETENSKAP -- Ekonomi och näringsliv -- Företagsekonomi (hsv//swe)
- SOCIAL SCIENCES -- Economics and Business -- Business Administration (hsv//eng)
Keyword
- health care managers
- leadership and observational studies
- managerial work
- nurse managers
- time use
- health care managers
- leadership and observational studies
- managerial
Publication and Content Type
- ref (subject category)
- art (subject category)
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