In Support of Evidence-Based Healthcare Management: an ...

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In Support of Evidence-Based Healthcare Management_________________________________________________________________________________________Table 7. Criteria of managerial effectiveness applying within HMCE: Anglia CollectionPOSITIVE CRITERIATop Down Rated Data1. Active supportive leadership2. Team orientation3. Proactive management4. Effective delegation/empowerment5. Developing others(Training/coaching/mentoring)NEGATIVE CRITERIATop Down Rated Data1. Uncaring, self-serving, management focus2. Tolerance of poor performance/low3. Lack of emotional control/adjustment4. Resistance to change and abdicating responsibilities5. Autocratic/dictatorial management(Lack of concern/consideration for staff)6. Depriving individuals of recognition, reward anddevelopmental opportunitiesSelf Rated Data1. Empowering/communicating wide2. Supportive/participative leadership3. Proactive team leadership4. Active development of others(Training/coaching/mentoring)5. Proactive management6. Managing changeSelf Rated Data1. Exhibiting gradist behaviour2. Autocratic/dictatorial management(Lack of concern/consideration for others)3. Narrow/parochial behaviour4. Manipulative behaviour5. Lack of emotional control(Manifesting extreme irrational behaviour)6. Irrational management(Disorganised, political )7. Ignoring/over-riding needs of individuals and organisations8. Entrenched management thinking9. Depriving individuals of support and developmentalopportunities10. Being deliberately obstructive11. Passing the buck/inconsiderate to other teams12. Uncaring managementFrom a cursory glance it can be seen there are strong similarities between the findings of the twostudies, particularly between the sets of positive criteria. A comparative analysis of the ‘self-rated’criteria, including the respective behavioural underpinnings, has revealed a very high degree ofcoincidence as can be inferred from Table 8.16 Management Research Centre 2001
In Support of Evidence-Based Healthcare Management_________________________________________________________________________________________Table 8. Comparison of the ‘self rated’ criteria from the NHS trust hospital and ‘Anglia’ studiesNHS Trust Hospital CriteriaPositiveActive supportive leadershipInclusive decision makingOrganisation and planningLooking after the interests/needs of staffHM Customs & Excise CriteriaPositiveSupportive/participative leadershipProactive team leadershipEmpowering/communicating widelyProactive managementActive development of othersManaging changeNegativeDictatorial/autocratic managementNegative approachNot informing peopleExhibiting poor organisationAvoidance/ignoring behaviourSelf serving/uncaring managementNegativeAutocratic/dictatorial managementBeing deliberatively obstructiveEntrenched management thinkingIrrational management(Disorganised/political)IgnoringOveriding needs of individuals and organisationUncaring managementInconsiderate of other teams/Passing the buckNarrow parochial behaviourThe only criteria not in both sets of data is ‘Managing change’ which is one of the six positivecriteria applying within the Anglia Collection of HMCE, and ‘Not informing people’ which is oneof the six negative criteria applying within the NHS Trust Hospital. This suggests that most of thecriteria of managerial effectiveness from both studies are capable of being generalised.A strong similarity and coincidence also occurs between the ‘top down rated’ criteria as can be seen inTable 9, though more so in terms of the negative criteria than the positive. From these results itappears top managers in both organisations perceived ‘Proactive management and leadership’including effective planning and organisation, and ‘Delegation and empowerment’, and ‘Givingsupport to staff’ as key determinants of managerial effectiveness. Whereas the top down raters in the‘Anglia’ study, many of whom were top managers, perceived one other key criterion of managerialeffectiveness, namely ‘Team orientation’, the top down raters in the NHS Trust Hospital studyidentified three additional criteria, namely ‘Inclusive decision making’, ‘Personal approach tomanaging’, and, ‘Informing people’.17 Management Research Centre 2001
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