This book analyses changes which have occurred in the organization and management of the UK public services over the last 15 years, particularly drawing on rich primary data from restructured NHS settings. The book argues that real change has occurred at the top of these organizations and that novel organizational 'hybrids' may be emerging.
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 sector2. the management of change in the public sector3. management reorganization and role changeIn 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.
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