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Focuses on the management of health care organization. Association between chief executive and clinical professionals; Function of manager on the decentralization of management responsibility; Factors affecting the decision making on health care organization. INSETS: Case study;Drucker's five talents for effectiveness in management;Key messages.

Part II. Discusses the physician's role in health service management in the National Health Service in Great Britain. Techniques of general management; Role in managing health service resources; Dissemination of the resource management initiative.

The article presents a comment on management of professional performance in the health services sector. The medical profession currently faces some of the greatest challenges to its credibility it has ever encountered. Until the past few years, the general public has been at ease, on the whole, with the belief that the doctor's judgment is right, as a result of his or her professional knowledge base and a unique set of skills. The public has had faith in the standards of medical care. It has been comfortable to believe that the doctor knows what he or she is doing and will provide the best possible professional decision. The assumption has been that this decision would be identical to any other doctor's decision, anywhere else in the country, given the specific set of symptoms, signs and clinical history. Changes-in society and in technology- over the past five years or so have resulted in a dramatic development of public understanding and expectation in terms of medical practice. The public now has a far deeper insight into the ways of doctors and the mistakes they make.