The effect of new public management on intensive care unit staff
The NHS is largely dependent on two groups of professionals – medics and nurses. Recent government changes support the development of a central role for management. The impact of these changes on the roles and relationships of those working in the NHS must be understood in light of the structures already in place within it. Medical dominance in healthcare decision‐making, nursing power emanating from the strength of the medical‐nursing relationship and the hierarchies within and between the two professions all affect and are affected by recent management changes. In intensive care a key feature of the context, insularity, had already significantly modified these structures prior to recent reforms. This paper starts by discussing and contrasting the response of medics and nurses to these changes before highlighting the differences in the way these changes have impacted on staff in intensive care. Analysis is based on data from an observational study of the formation of a new directorate and interviews with senior nurses, medics and managers in intensive care.
The New Public Management in Action
This book analyses changes which have occurred in the organization and management of the UK public services over the last 15 years, looking particularly at the restructured NHS. The authors present an up to date analysis around three main themes: 1. the transfer of private sector models to the public sector 2. the management of change in the public sector 3. management reorganization and role change In doing so they examine to what extent a New Public Management has emerged and ask whether this is a parochial UK development or of wider international significance. This is a topical and important issue in management training, professional and policy circles. Important analytic themes include: an analysis of the nature of the change process in the UK public services: characterisation of quasi markets; the changing role of local Boards and possible adaptation by professional groupings. The book also addresses the important and controversial question of accountability, and contributes to the development of a general theory of the New Public Management.
Management: a Contemporary Approach
Part 1: Management And Society 1. Manager and Management 2. Management Theory and Organizational Development 3. Organizations and Environment Part 2: Strategic Management and the Learning Organization 4. Decision Making and Creativity 5. Strategy Formulation and Strategic Management Part 3: Designing and Structuring the Organization 6. Designing the Organization 7. Structuring Tasks for Groups and Individuals Part 4: People at Work 8. Motivation, Work and Career 9. Leading, Motivation and Communication Part 5: Planning, Control and Information Management 10. Operational Planning and Control 11. Information Management and Information Technology 12. Managerial Process Control: Functioning Process and Process Redesign Bibliography Glossary