From: Dealing with pluralism: the managerial work of CEOs in Italian public healthcare organizations
Activity | Hours/week | % of time |
---|---|---|
Meetings | 28.3 | 56 |
With regional government (superiors) | 2.7 | 5 |
With strategic board members (co-leaders) | 6.4 | 13 |
With internal stakeholders | 14.4 | 28 |
Professionals | 7.2 | 14 |
Organizational technostructure | 6.0 | 12 |
Union representatives | 1.2 | 2 |
With external stakeholders | 4.9 | 9 |
Local governments | 1.6 | 3 |
Other CEOs | 1.0 | 2 |
Patient associations | 0.7 | 1 |
Media / press | 0.6 | 1 |
Pharma and MTa companies | 0.2 | 0 |
Other stakeholders | 0.8 | 2 |
Individual work (tracked in the diary) | 11.5 | 23 |
Public events | 4.1 | 8 |
Business trips | 2.4 | 5 |
Continuing professional education | 1.0 | 2 |
Family and private life (tracked in the diary) | 3.0 | 6 |
Individual work (not tracked in the diary) | 5.5 | |
Total | 52.7 | 100 |