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Appreciating managers in the NHS.

M Church1, D Houghton

  • 1Leicestershire Health Authority.

Health Services Management
|May 9, 1991
PubMed
Summary
This summary is machine-generated.

NHS organizational changes create flux, increasing the risk of staff in unsuitable roles. These mismatches represent a misuse of valuable human resources and incur organizational costs.

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Area of Science:

  • Health Services Management
  • Organizational Psychology

Background:

  • The UK National Health Service (NHS) is undergoing significant organizational restructuring.
  • The introduction of a purchaser/provider environment necessitates changes in organizational structures and staff roles.

Purpose of the Study:

  • To analyze the impact of redefined roles and altered organizational structures within the NHS.
  • To identify the risks associated with increased organizational flux and its effect on staff placement.

Main Methods:

  • Conceptual analysis of organizational changes within the NHS.
  • Argumentation based on the potential for individual-organization mismatches.

Main Results:

  • Redefined roles and fluid structures increase the likelihood of staff being placed in inappropriate positions.

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  • Such mismatches constitute a misuse of human resources.

    • Conclusions:

    • Organizational flux in the NHS can lead to significant costs due to the inefficient allocation of personnel.
    • Addressing these role-mismatches is crucial for optimizing resource utilization within healthcare organizations.