By Stephen Harrison
Presents an knowing, within the mild of either political and fiscal advancements, of what has been occurring to NHS managers and execs within the final decade. The publication additionally explains the foundation for numerous thoughts and similar advancements.
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Extra resources for Managing the National Health Service: Shifting the frontier?
46 1948 - 1982: THE MANAGER AS DIPLOMAT One way of approaching this is to look at the nature of planning options explored. These show a strong emphasis on hospital beds; thus Rathwell (1987 Chapter 4) has shown how planning for the elderly in one authority was largely confined to beds, notwithstanding the existence of official priority for community care. ) Similarly Ham (1981 p. 147) has shown how in another city the problems of the elderly were perceived as a problem of 'bed blocking', and Glennerster et al (1983 p.
110-111) but Heller (1979 pp. I, 45) and Petchey (1986 p. 100) are mi staken in arguing that managers have striven to rationalise the Service and consequently that its shape is a product of their conflicts with the medical profession. Nor is Klein (1985a p. 60) necessarily correct in arguing that doctors and managers have conflicting value systems. On . the contrary, and in contrast to local authority social service departments (Kakabadse 1982 p. 109), there has been a remarkable homogeneity of culture in the NHS.
The Table is ordered in accordance with the commencement date of the fieldwork. Three observations may be made about these studies. Firstly, it is clear that interest in empirical research in the NHS began to develop in earnest only during the preparatory period for the 1974 reorganisation. Hunter (1986 p. 25) notes, however, that such studies have rarely informed subsequent 30 1948 - 1982: THE MANAGER AS DIPLOMAT development in organisation and management, which have tended to have more pragmatic origins.