Abstract
In this chapter, we analyze the internal governance of hospitals during the crisis, with the view to contribute to the literature on physicians’ engagement in the governance and management of healthcare organizations. Our analyses are based on interviews that we conducted with a sample of doctors and administrative managers. We also analyzed the reports and syntheses produced for, and in the wake of, a general consultation of healthcare practitioners’ representatives organized in June and July, 2020 by the French government to assess and “rebuild” the hospital and healthcare systems in France. Our analyses confirm that the forms and intensity of professionals’ engagement in the management of hospitals are related to the overall multidimensional performance of these organizations and invites to pay attention to the micro-organizational processes by which this engagement is performed and sustained, beyond the internal governance choices that define responsibility and power structures: the processes by which priorities are set in a context of multidimensional performance objectives, the purposes and forms of management meetings, the place of operational issues in these meetings, or the expectations attached to transparency and participation in decision-making.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Similar content being viewed by others
Notes
- 1.
This consultation has been called Ségur de la santé (literally, “Ségur of health” as the French Ministry of health is located avenue de Ségur in Paris).
- 2.
For complementary elements on the (re-)organization of the healthcare system during the COVID-19 crisis in France, see, for instance, Barro et al. (2020).
- 3.
See section “The Context of Public Hospitals in France”.
References
Baker, G. R., & Denis, J.-L. (2011, September). Medical leadership in health care systems: From professional authority to organizational leadership. Public Money & Management, 1–8.
Barro, K. A., Malone, A., Mokede, A., & Chevance, C. (2020). Management of the COVID-19 epidemic by public health establishments–Analysis by the Fédération Hospitalière de France. Journal of Visceral Surgery, 157(3)(Suppl. 1), S19–S23.
Dickinson, H., Bismark, M., Phelps, G., & Loh, E. (2015). Future of medical engagement. Australian Health Review, 40(4), 443–446.
Dumez, H., & Minvielle, É. (2020). Comment le système hospitalier français a-t-il géré la crise COVID-19? Une contribution des sciences de gestion. Rapport de recherche, Palaiseau, École polytechnique, I3G-CRG.
Kirkpatrick, I., Ackroyd, S., & Walker, R. (2005). The new managerialism and public service professions. Palgrave Macmillan.
Kurunmäki, L. (2004). A hybrid profession—The acquisition of management accounting expertise by medical professionals. Accounting, Organizations and Society, 29(3–4), 327–347.
Llewellyn, S. (2001). ‘Two-way windows’: Clinicians as medical managers. Organization Studies, 22(4), 593–623.
Martin, G. P., Armstrong, N., Aveling, E.-L., Herbert, G., & Dixon-Woods, M. (2015). Professionalism redundant, reshaped, or reinvigorated? Realizing the ‘third logic’ in contemporary healthcare. Journal of Health and Social Behavior, 56(3), 378–397.
Mintzberg, H. (1979). The Structuring of Organizations. Prentice-Hall, Englewood Cliffs.
Noordegraaf, M. (2011). Risky business: How professionals and professional fields (must) deal with organizational issues. Organization Studies, 32(10), 1349–1371.
Or, Z. (2014). Implementation of DRG payment in France: Issues and recent developments. Health Policy, 117(2), 146–150.
Or, Z., & Renaud, T. (2009). Principes et enjeux de la tarification à l'activité à l'hôpital (T2A). Enseignements de la théorie économique et des expériences étrangères. Document de travail Irdes n° 23. 2009/03.
Postma, J., Oldenhof, L., & Putters K. (2015). Organized professionalism in healthcare: Articulation work by neighbourhood nurses. Journal of Professions and Organization, 2, 61–77.
Rotar, A. M., Botje, D., Klazinga, N. S., Lombarts, K. M., Groene, O., Sunol, R., & Plochg, T. (2016). The involvement of medical doctors in hospital governance and implications for quality management: a quick scan in 19 and an in depth study in 7 OECD countries. BMC Health Services Research, 16(Suppl. 2), 99–109.
Saulpic, O., & Zarlowski P. (2020). Le rôle des outils de gestion pour améliorer l’efficacité du dialogue de gestion au sein des hôpitaux. Rapport de recherche, Fédération Hospitalière de France.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2021 The Author(s), under exclusive license to Springer Nature Switzerland AG
About this chapter
Cite this chapter
Saulpic, O., Zarlowski, P. (2021). Professional Engagement in Management: Learnings from the COVID-19 Crisis in France. In: Waring, J., Denis, JL., Reff Pedersen, A., Tenbensel, T. (eds) Organising Care in a Time of Covid-19. Organizational Behaviour in Healthcare. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-82696-3_7
Download citation
DOI: https://doi.org/10.1007/978-3-030-82696-3_7
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-030-82695-6
Online ISBN: 978-3-030-82696-3
eBook Packages: Business and ManagementBusiness and Management (R0)