Successive reorganisations of the British NHS have been designed to
optimise effective resource use and to hold professionals to
account for what they do. The various changes have proceeded in
isolation from any evidence that they will succeed. This book
reviews all published research evidence on the organisation and
management of the NHS and reports findings of a major study carried
out by the authors on the introduction of general management into
the NHS using two key concepts: Power and Culture. The book
considers the implications of the research findings for the major
market principles and competition into the NHS
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