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首页> 外文期刊>Journal of Health Services Research & Policy >‘Animateurs’ and animation: what makes a good commissioning manager?
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‘Animateurs’ and animation: what makes a good commissioning manager?

机译：“ Animateurs”和动画：是什么让优秀的调试经理？

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Objectives: To examine the managerial behaviours adopted by commissioning managers in English primaryncare trusts (PCTs), and to explore the impact of these behaviours.nMethods: Qualitative case studies were undertaken in four PCTs, focusing on staff engaged in thencommissioning of hospital services. Both formal and informal observation were undertaken (150 hours), andn41 in-depth interviews conducted with managers and general practitioners (GPs).nResults: Managers adopted many managerial behaviours familiar from the literature, including sharingninformation, and networking inside and outside the organization. Multiple organizational layers and unclearndecision-making processes hindered this activity. In addition, some managers with responsibility fornfacilitating practice-based commissioning (PbC) adopted a managerial mode that we have called being ann‘animateur’. This approach involved the active management of disparate groups of people over whom thenmanager had no authority, and appeared to be a factor in determining success. It was facilitated bynmanagerial autonomy and was more prevalent where managers were seen to have legitimacy. Somenorganizational practices appeared to inhibit its development.nConclusions: From 2012/13 it is planned that GPs will be taking more responsibility for commissioning in thenEnglish NHS. This research suggests that managers of the new commissioning organizations will require a deepnand contextualized understanding of theNHS and that it is important that organizational processes do not inhibitnmanagerial behaviour. Legitimacymay be an issue in contexts weremanagers are automatically transferred fromntheir existing appointments.
机译：目的：检查委托管理人员在英语初级卫生保健信托基金（PCT）中采取的管理行为，并探讨这些行为的影响。n方法：在四个PCT中进行了定性案例研究，重点是从事医院服务的工作人员。进行了正式和非正式的观察（150小时），并与经理和全科医生进行了41次深度访谈。结果：经理采用了许多文献中熟悉的管理行为，包括共享信息以及组织内部和外部的网络。多个组织层次和不明确的决策过程阻碍了这项活动。此外，一些负责促进基于实践的调试（PbC）的经理采用了我们称为“动画师”的管理模式。这种方法涉及对不同群体的积极管理，而当时的经理则无权管理这些群体，这似乎是决定成功的一个因素。经理人的自治促进了这一点，并且在经理被认为具有合法性的地方更为普遍。结论：从2012/13年度起，GP将承担更多的英语NHS调试责任。这项研究表明，新的调试组织的经理将需要对NHS进行更深入的背景理解，并且重要的是组织过程不应抑制nmanageral行为。在经理从现有任命中自动转移过来的情况下，合法性可能是一个问题。

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