Beyond reason?: the National Health Service and the limits of management
This book explores the issues of whether 'science + will' in the form of managerialism can ever solve the often intractable health, economic and organizational problems which the National Health Service is concerned with. Its main focus is on the changing management of the NHS and on how the phenomena or processes of commodification, differentiation and rationalization affect it. The experience of the NHS is seen as exemplifying the working out of wider processes in British society, against a background of relevant international comparisons regarding the role of management in the provision of health care.
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The NHS 194894
Human resource managers as professionals
A management role for the general practitioner?
6 other sections not shown
Acheson administrative allocation ambulance trusts areas argued autonomy boards budget cent challenge chapter clients clinical director clinical managers clinicians consultants context contracts decisions Department of Health DHSS disjunctions doctors and managers genito-urinary medicine Glover Griffiths Harrison HIV/AIDS HMSO human resource managers impact implementation important increased individual influence internal market involved in management issue London major management role managerial medical audit medical director medical profession medical professionals medicine National Health Service NHS hospitals NHS Management NHS Trust nurses organization organizational particular patients personnel management Pettigrew political practice manager practitioners problems professional dominance providers public health physicians public sector purchasing quasi-market reforms relations relationships reorganization response scientists and engineers senior managers significant skills social specialist specialties staff status strategy structure suggests teaching hospital University of Stirling