What are the issues besetting medical scientists in New Zealand: practical change steps for management, scientists and government : a dissertation submitted in partial fulfillment of the requirements for the degree of Master of Professional Studies at Lincoln University
Abstract
This qualitative study will analyse the views of two types of medical scientist working in one
region of New Zealand. The first group, medical scientific officers (MSO) who are employed
by hospital and university laboratories, do research on diseases to develop vaccines and
medications. The second group, medical laboratory scientists (MLS), provides the test results
essential for use by clinical medical staff in the detection, monitoring or prevention of disease.
(There is some crossover of duties). The 35 scientists interviewed were told the emphasis was
on issues which help or hinder their work and in particular matters of ‘bureaucracy or paper
work’. The aim was to find what scientists, management and government need to do to
provide an effective environment toward meeting the New Zealand government’s goal for
growth in science and biotechnology as an export earner.
Overwhelmingly, the claim was made that scientists were beset with too much unnecessary
management and government bureaucracy. Medical scientific officers (MSOs) believe
hospital managers are cutting back on scientific officers and replacing them with lesser
qualified medical laboratory scientists (MLSs) to the serious long term detriment of the
nation. They regard science as a poor option for young people to enter, much better tenure is
needed, as is more freedom to carry out productive research without people outside of their
specialty telling them what they can or cannot do. A key finding is the strong need for more
clinical direction. Ideas with potential are not acted on quickly enough because ideas are tied
up inappropriately in intellectual property secrecy. Innovative MSOs and MLSs as well as
medical doctors need more support from management and peers to develop new ideas.
Of great concern was the finding from nearly all MSOs and some MLSs, that there was deep
mistrust of management. They wanted a more congenial management and thought there
needed to be more management co-operation between universities and hospitals. E.g. have
common administration and services. The good news is that there are some groups working
well and these provide a successful model for others. Finally, as permission for this study was
willingly given by laboratory and university management, this indicates a willingness from
management to help scientists. However, as the theory will show, until the lack of trust is
overcome, some management improvement programmes may fail.... [Show full abstract]
Keywords
Medical Laboratory Scientist (MLS); Medical Scientific Officer (MSO); New Zealand District Health Board (NZDHB); health laboratories; laboratory management; mutual trust; Health Research Council (HRC); clinical leader; medical research; Canterbury District Health Board (CDHB); health research; health managementDate
2008Type
DissertationAccess Rights
Digital dissertation can be viewed by current staff and students of Lincoln University only.Collections
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