Hospital management in the 1990s: fundholding consultants?

Explores a model of clinical management which attempts to cope with the management-professional conflict and seeks to enable the hospital to run effectively and efficiently. Two key goals are identified for the hospital which are: to support consultant staff and provide physical and emotional support for patients. Notes that clinical services do not lend themselves to bureaucratic management and that there needs to be two distinct and parallel organizations within the hospital. Outlines the new structure for clinical service management.