Managing Ambiguity and Change

The Case of the NHS

  • Authors
  • Sue Dopson

Table of contents

  1. Front Matter
    Pages i-xii
  2. Sue Dopson
    Pages 1-4
  3. Sue Dopson
    Pages 37-56
  4. Sue Dopson
    Pages 143-151
  5. Back Matter
    Pages 153-172

About this book

Introduction

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.

Keywords

General Management management organization service

Bibliographic information

  • DOI https://doi.org/10.1057/9780230375147
  • Copyright Information Palgrave Macmillan, a division of Macmillan Publishers Limited 1997
  • Publisher Name Palgrave Macmillan, London
  • eBook Packages Palgrave Business & Management Collection
  • Print ISBN 978-1-349-39860-7
  • Online ISBN 978-0-230-37514-7
  • About this book