Considerations for Managing Veterinarians in Three Professional Environments

Introduction The staff of the Greek god Aesculapius, encircled by a sacred serpent, is held as a symbol of hope and triumph over illness by the veterinary profession [1]. It represents the miraculous events that occur as nature defies the inevitable. As students of the art of healing, veterinarians are accomplices to a process that places them in god-like roles. Whether clinging to an animal's life, describing new life forms, or attempting to make life more compatible for animals and man, veterinarians are united by a common oath that dedicates them to "the relief of animal suffering" [2]. Given the years of training and education required to achieve the title of Doctor of Veterinary Medicine, these individuals often become highly committed and possess a deep sense of loyalty to their cause. As medical experts, they attain the selfconfidence and the ability to boldly challenge the uncertainties of life. Yet, independence, professional loyalty, and creativity, the admirable qualities that make veterinarians or any professional a special commodity, also present a special challenge for those who guide them. Managers of professionals must first understand the beast in question in order to successfully harness their power and control the reins that guide them. By understanding the complexity of the individual, managers can and channel the professional resource to toward the well-being of the organization. James Herriot depicts a model of a classical veterinarian [3]. The character portrayed is an intuitive individual that finds success easily in the simple rural setting where he practices. His education, wit, and wisdom contribute to the perception that his personal and business interactions somehow always have positive resolution. But in the modern working environment, professionals may be found in complex roles contributing to missions that are foreign and uncomfortable to them. Individuals who take the responsibility of directing an employed veterinarian must acknowledge the independent, innovative nature common to all professionals. Managers must then find ways to channel the professional's energy, knowledge, and productivity into the mission of the organization. The veterinarian represents the organization’s "professional intellect" or cognitive knowledge, as well as the advanced skills, systems understanding, and self-motivated creativity [4]. This is true regardless of the organization’s size or structure. As a resource, professional intellect must be fostered and continually developed. As independent individuals, employed veterinarians can challenge management’s ability to use them as resources. The organization’s mission, reward system, and structure must satisfy the needs of both the professional and the organization simultaneously and synergistically. The purpose of this paper is to identify unique characteristics of veterinarians as described for the general category "professional". Differences between managers and professionals will be identified as well as sources of potential conflict between the two. Three employment situations are considered in terms of technology, environment, and structure. The first combines small and multiperson practice. The remaining two, academic and industrial practices will be discussed in relation to their similarities to modern corporations. General managerial principles will be discussed that may provide insight into the needs of employed professionals. Ultimately, managers must recognize that the organization’s structure and management style should be compatible with the inherent nature of all stakeholders, including professionals, to successfully synergize the organization.