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首页> 外文期刊>Journal of Health, Organization and Management >Middle managers' roles after a hospital merger
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Middle managers' roles after a hospital merger

机译：医院合并后中层管理者的角色

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Purpose Mergers are important and challenging elements in hospital reforms. The authors study the social aspects of management and the roles of middle managers in the aftermath of a hospital merger. Especially, the purpose of this paper is to investigate how professional staff and middle managers perceive their relationships with top managers several years after the merger. Design/methodology/approach A survey was conducted among the professional staff in two merging hospitals' units six years after a merger. Based on the main findings from this survey, a follow-up interview study was done with a group of middle managers. Findings The management practices were diagnostic with few interactive or communicative activities. The respondents expressed that mistrust developed between the staff and the top management, and a lack of involvement and interaction lead to decoupled and parallel organizations. Social controls, based on shared norms, had not been developed to create mutual commitment and engagement. Originality/value The paper addresses the need to understand the dynamics of the social aspect in managing hospitals as knowledge-intensive organizations when comprehensive restructuring processes are taking place over several years.
机译：目的合并是医院改革中重要且具有挑战性的要素。作者研究了医院合并后管理的社会方面和中层管理者的角色。特别是，本文的目的是调查合并后几年，专业员工和中层管理人员如何看待他们与高层管理人员的关系。设计/方法/方法合并六年后，在两家合并医院的单位中对专业人员进行了调查。基于这次调查的主要发现，对一组中层管理人员进行了后续访谈研究。调查结果管理实践具有诊断性，很少进行交互或交流活动。受访者表示，员工与高层管理人员之间产生了不信任感，缺乏参与和互动导致组织分离和平行。尚未建立基于共同规范的社会控制措施来建立相互的承诺和参与。独创性/价值本文论述了在经历了数年的全面重组过程时，需要了解管理作为知识密集型组织的医院的社会方面的动态。

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