ABSTRACT
This chapter helps clinical directors and their colleagues how to steer a course through complexities and difficulties. Clinical productivity varies by up to 50 per cent between similar organizations and much of this variation results from the way that staff are organized and managed. The development of an approach to the management of human resource is crucially dependent upon how such an approach is related to broader organizational strategy and structure. J. Purcell defines management style as a 'distinctive set of guiding principles, written or otherwise, which set parameters to and signposts for management action regarding the way the employees are treated and particular events handled'. The objective setting process is problematic in a number of respects. Performance management is based on the assumption that corporate and departmental objectives should be translated into individual objectives. It is an essential characteristic of performance management that the evaluation of the employee's performance is not a once-a-year exercise.
