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dc.contributor.authorSalauroo, Mohamaden_UK
dc.contributor.authorBurnes, Bernarden_UK
dc.description.abstractThe research on which this article is based has been carried out over a period of five years (1992‐1997). It focuses on the management of change in the National Health Service (NHS) since the reforms introduced in the 1990 NHS Act. The research comprises four case studies: two NHS Trusts providing mental health services and two colleges of nursing and midwifery. All four bodies have experienced major changes brought about, in the main, by the creation of the NHS internal market. The article attempts to map the process of managing change in these four organizations. It outlines the difficulties encountered by managers in designing and implementing effective strategies for their organizations. In particular, the article: highlights major discrepancies in linking strategic plans with the reality of managing public services and the complexities of planning for large‐scale changes in the 1990s; shows that although leadership is important, it must be appropriate to an organization's situation; argues that organizations can make false assumptions about the immutability of the environment in which they operate and the degree of choice available. The article concludes by presenting a model of change which incorporates environmental conditions, internal cohesion, management styles and approaches to change.en_UK
dc.relationSalauroo M & Burnes B (1998) The impact of a market system on the public sector: A study of organizational change in the NHS. International Journal of Public Sector Management, 11 (6), pp. 451-467.
dc.rightsThe publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.en_UK
dc.subjectMental healthen_UK
dc.subjectNational Health Serviceen_UK
dc.titleThe impact of a market system on the public sector: A study of organizational change in the NHSen_UK
dc.typeJournal Articleen_UK
dc.rights.embargoreason[BurnesIJPSM1998.pdf] The publisher does not allow this work to be made publicly available in this Repository therefore there is an embargo on the full text of the work.en_UK
dc.citation.jtitleInternational Journal of Public Sector Managementen_UK
dc.type.statusVoR - Version of Recorden_UK
dc.contributor.affiliationUniversity of Hertfordshireen_UK
dc.contributor.affiliationManagement, Work and Organisationen_UK
rioxxterms.typeJournal Article/Reviewen_UK
local.rioxx.authorSalauroo, Mohamad|en_UK
local.rioxx.authorBurnes, Bernard|en_UK
local.rioxx.projectInternal Project|University of Stirling|
Appears in Collections:Management, Work and Organisation Journal Articles

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