The research study was undertaken to determine the needs of Heads of Department in the School of Medicine, UFS; management models available to them; and the factors impacting on their academic environment. The rationale for the study can be found in the need expressed by Heads of Department to manage their departments in the new academic setting. The aim of the study was to create and establish a management model for experienced as well as new Heads of Department in the School of Medicine, measured against the background of good management practices. This aim was achieved by performing a literature study regarding the needs of Heads of Department; factors influencing their academic environment, and the composition of available management and leadership models that could apply to Heads of Department in the School of Medicine. Heads of Department are appointed in the academic environment with the primary focus on their educational achievements. Throughout the process it was demonstrated that this is still relevant and needs to be part of the appointment process of Heads of Department in the School of Medicine. It was also indicated throughout this study that there is an increasing expectation from Heads of Department to take on sole responsibility for the management of their departments. In the light of these developments, it was important to consider solving this problem for them, and also to establish a management model for Heads of Department, thus empowering them to manage their departments in the future. The research took the form of a descriptive, explanatory survey comprising a literature review, a questionnaire survey and a Delphi process. The literature study covered a few aspects, including assessing the possible needs of Heads of Department, exploring factors impacting on their environment, as well as the difference between management and leadership, and the difference between various management models that may be applicable to management in an academic setting such as a Medical School. The second part of the empirical study was a Delphi process, which involved six experts from the areas of management, health management, and education. The overall goal and objective was to make a significant contribution to the managerial needs of Heads of Department, and to establish a management model, thus empowering Heads of Department to manage their departments in the future. A quantitative approach with open-ended questions was followed. The Delphi technique also focussed on these areas through statements in order to measure the experts' feelings about these areas. As part of the Delphi process, the experts had to participate in two rounds. The main findings from the questionnaire to Heads of Department, the Delphi technique, and information obtained via the literature study enabled the researcher to make a recommendation on a management model for Heads of Department, UFS. The management model had to be flexible, individualized, relevant, and adaptable. It had to include the seven main areas of management, namely strategic management; office administration, postgraduate education and training; undergraduate teaching research, academic administration, and service delivery. The recommendations on the clinical management model were extensively detailed, as these will also form the basis of an implementation plan for implementing the management model in the School of Medicine, UFS. In summary, the researcher is of the opinion that the overall goal and objectives of the study were addressed and realised, and that meaningful recommendations were made. The PRIME model was established as a management model for Heads of Department, School of Medicine, UFS, offering an ultimate solution to the managerial problems of Heads of Department. The management model is in line with the needs of the Heads of Department, legislation, and the policy documents referred to in earlier chapters. In addition, recommendations were also made on future research; the possible implementation in other Medical Schools; and the use of the PRIME model. The researcher realises the limitations of the study, which are discussed in detail. Although a number of limitations were listed, the majority of these could be seen as minor limitations and they do not have an impact on the final outcome of the study. It is recommended that the study be followed by a research process and the possibility of utilising certain principles of the PRIME model in other Medical Schools in South Africa in order to assist them with the managerial problems they might be experiencing. The aim of the model is not to address all the issues in detail, but to provide a model for academic management of departments based on the needs indicated, and the academic management models available for such management. It is the researcherâs opinion that the PRIME model for the management of academic departments will contribute significantly to the overall management of academic health, the best possible utilisation of resources, and the improvement of health services at large. Furthermore, the researcher believes that this study has achieved all these aspects. It is in line with the current trend to improve quality within health services, and it is ultimately about improving the lives of Heads of Department in the academic sphere. The thesis also provides an extensive and comprehensive reference source for Heads of Department on leadership, management, needs, management models available; and factors that have an impact on the academic environment. As a management model, the PRIME model aims to create a win-win situation for the Heads of Department, their departments, and management and authorities. With this PRIME model, we can reach for the stars!