ABSTRACT
This chapter explores what might be an important aspect of the problem: that of the differing perspectives held by doctors and managers about the focus and functioning of the health service. There have been many attempts to encourage greater involvement of doctors in the management and leadership of the organisations in which they work. Degeling et al. have explored the views of doctors, managers, medical managers and nurses in the context of health system reform. Managers and doctors represent two very powerful groups, and thereby what may be matters of emphasis become important, so much so that they may lead to conflict. There are then some clear historic and underlying reasons why doctors and managers may form differing perspectives and take quite contrasting views of the same process. There are many influences of occupational socialisation that create differing perspectives on the value of management to doctors as opposed to managers.
