Just managing: Power and culture in the National Health Service (Economic issues in health care)

Successive reorganisations of the British NHS have been designed to optimise effective resource use and to hold professionals to account for what they do. The various changes have proceeded in isolation from any evidence that they will succeed. This book reviews all published research evidence on the organisation and management of the NHS and reports findings of a major study carried out by the authors on the introduction of general management into the NHS using two key concepts:Power and Culture. The book considers the implications of the research findings for the major market principles and competition into the NHS. Front Matter....Pages i-xi Power and Culture in the National Health Service....Pages 1-19 NHS Management Past....Pages 20-50 General Management in the NHS: Assessing the Impact....Pages 51-73 A Review of NHS Management Research, 1985–90....Pages 74-94 Managing the NHS....Pages 95-117 Going to Market?....Pages 118-148 Back Matter....Pages 149-170 Reviews all published research evidence since 1985 on the organization and management of the NHS and reports the findings of a major study carried out by the authors on the introduction of general management into the NHS using two key concepts: power and culture. By Stephen Harrison ... [et Al.]. Includes Bibliographical References (p. 149-161) And Index.