Introduction

Management requires a number of skills. As a result of their training, most psychiatrists have a set of skills which allow them to function as good managers. They are able to manage groups and conflicts and have insight into functioning of individuals in various settings. Although in some clinical settings clinicians/psychiatrists may have a degree of autonomy which allows them to think and plan ahead for the delivery of services, this is not universal. The clinician' motivation is related to a clear sense of responsibility as well as an element of professional pride.

Clinicians who are attracted by management tasks are likely to possess some of the skills which make them respond appropriately to needs in developing and delivering services. Where services are being delivered in a hospital setting, the clinician' role is different from that in community-based services. Similarly, a different set of expectations and roles emerge if the clinician is practising in the private sector or an academic setting. The role of the psychiatrist as a manager in the United Kingdom National Health Service (NHS) is described in this chapter. The key functions and skills required for a clinician to function effectively as a manager are highlighted. Some of these skills are part of the clinical training (e.g. managing teams and groups, managing conflict, and negotiating), but additional training may be needed for others (e.g. time, resource, and finance management).

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