When peRfoRMAnce iS MAnAging MAnAgeRS… The effecTS of The “MAnAgeRiAl TURn” on fiRST line MAnAgeRS in A pRivATe hoSpiTAl

Abstract

If the word “management” is frequently associated with changes in the health sector, it is usually in reference to the “managerial turn” that crosses many sectors today and in particular health organizations. The managerial activity itself participates however, also, to these mutations. We propose to analyze here the impact of the managerial turn on the activity of management of healthcare professionals. Having highlighted in the literature the impact of the managerial turn on health organizations and on the activity of the workers, we will use a case study in a private clinic to understand how the requirements of performance affect the role of managers and their activity. We’ll see how the concern for performance and the constant feeding of so many indicatorsled gradually to absorb managersin an endless “macromanagement” (Mintzberg, 2011) at a distance, and therefore to abandon the managerial work of leadership, precisely when it is most needed.