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This book addresses the topic of leadership in healthcare. There is a great deal of rhetoric around leadership, this book explores the rhetoric with papers that contribute insights into taking healthcare forward in the 21st Century, and the nature of leadership in healthcare and organizational forms that are leading the field. The book promotes Organizational behavior in healthcare as a serious academic field that can provide insights of use to managers, professionals, and policy makers in the healthcare area.
This book uses the case of the National Health Service to examine
the management of ambiguity and change. Studies of the
implementation of the Griffiths 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
understand the complex interweaving of planned and unplanned
processes which is involved in the management of change.
This book uses the case of the National Health Service to examine
the management of ambiguity and change. Studies of the
implementation of the Griffiths 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
understand the complex interweaving of planned and unplanned
processes which is involved in the management of change.
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