Involving clinicians in management: assessing views of doctors and nurses on hybrid professionalism in clinical directorates

Prenestini, Anna; Sartirana, Marco; Lega, Federico

doi:10.1186/s12913-021-06352-0

Table 2 Questionnaire Responses by Doctors and Nurses (%). SD denotes strongly disagree, D disagree, A agree, SA strongly agree, PI Polarity Index

From: Involving clinicians in management: assessing views of doctors and nurses on hybrid professionalism in clinical directorates

	Doctors				Nurses
	SD + D	U	A + SA	PI	SD + D	U	A + SA	PI
*I - Clinician issues*
Involving clinicians in management leads to ethical dilemmas	61	16	23	38	55	20	24	44
Involving clinicians in management is wasteful of scarce resources	74	15	11	15	59	27	14	24
Clinicians are always able to mobilize powerful forces to resist change	57	15	28	50	10	27	63	16
The sharing of professional knowledge and experience has been improved with CDs	26	23	51	50	20	18	61	33
By becoming involved in CDs, clinicians have compromised their professional independence	62	23	15	24	82	14	4	5
*II - Working relationships*
Relationship between workplace groups have generally improved with the advent of CDs	34	11	55	61	27	16	57	46
There is more conflict between managers and clinicians in a CD structure compared to the traditional structure	46	22	32	71	49	31	20	42
Working relationships between executives and managers of CDs are effective today	23	42	35	65	29	35	37	78
Working relationships between managers of CDs and their clinical staff are effective today	27	26	47	57	22	47	31	73
Working relationships between CDs are effective	55	23	22	39	65	24	10	16
*III – Coordination and management*
Budgets were more easily managed under the traditional organizational structure	64	19	18	28	55	27	18	33
CD managers can control clinical activity effectively	35	31	34	96	24	37	39	63
Executive managers can better manage costs with the advent of CDs	7	35	58	12	8	33	59	14
*IV - Decentralization*
Traditional organizational structure inhibited the devolution of managerial authority to clinicians	46	39	15	32	39	45	16	42
In the past five years, my work has been subject to more intensive monitoring and control	23	14	64	36	8	35	57	14
Doctors in this hospital have too much of a say in how things are run	85	12	3	3	16	47	37	44
On balance, I prefer the traditional organizational structure	58	20	22	37	67	31	2	3
*V - Organizational performance*
Hospital executives are the major beneficiaries of the introduction of CDs	24	20	55	44	43	31	27	62
Doctors are the major beneficiaries of the introduction of CDs	68	20	12	18	55	35	10	19
Nurses are the major beneficiaries of the introduction of CDs	45	23	32	73	71	27	2	3
The hospital is now more patient-focused because of the CD structure	59	20	20	34	43	18	39	90
*VI - Clinical director’s role*
The CD director has a strong mandate from the executives and can therefore exert credible leadership	22	38	41	53	20	22	57	36
The fact that the position of CD director is appointed for a fixed period significantly reduces his/her determination/possibility to manage the CD	72	11	18	25	47	27	27	57
The CD director gives precedence to the interests of his/her own discipline over the interests of the CD	47	24	28	60	37	41	22	61
The CD director should only have responsibility for clinical governance and organizational issues.	54	23	23	43	53	22	24	46

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