Titlebook: Managing Ambiguity and Change; The Case of the NHS Sue Dopson Book 1997 Sue Dopson 1997 General Management.management.organization.service

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Book 1997hs Report have identified a number of unintended consequences, but it is argued that they have not adequately theorised these outcomes in the policy implementation process. It is suggested that the process-sociological approach of Elias, and in particular his game models, enable us to better underst

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Conclusion,kable in the sense that, despite its brevity, it caused a sensation in the NHS. It raised many heartfelt concerns for those working in the NHS and was yet another change for them to adjust to, coming so soon after the 1982 reorganization.

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Eliasian Sociology,work and argues that, though his approach has not been applied to the analysis of health care organizations,. it has much to offer those involved in research in the area of NHS organization and management.

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Reorganizing the NHS: Theory and Practice,al management, took an essentially bureaucratic form. The final section of the chapter focuses on management within such a structure, and briefly reviews the available ethnographies of management of local health services and the more general literature on health service management until 1983.

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