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Managerialism in the health service: partnership or conflict in a management development programme
1School of Management and Finance, University of Nottingham, UK.
Health Services Management Research
|July 6, 1998
Abstract:
This paper describes a management development programme in a hospital-based Trust and the differing responses demonstrated by those taking part. In terms of the impact of the programme, a picture emerges of differentiation and fragmentation rather than culture being managed to produce a social glue. Following this, suggestions are made for successful partnerships in the promotion of managerial effectiveness through management development to clinical services managers in the health service.