Professional Learning from Disturbances in Healthcare: Managerialism and Compassion

Katie Willocks, Jem Bendell and Richard Little
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Katie Willocks: Lancaster University Management School, United Kingdom
Jem Bendell: University of Cumbria, United Kingdom
Richard Little: Impact International, United Kingdom

International Journal of Management, Knowledge and Learning, 2020, vol. 9, issue 2, 129-151

Abstract: There are few fields of work where professional and organisation performance are as important as front line medical services. Whereas organisations in other sectors can try new ideas from management studies in a spirit of experimentation, situations of life and death place people under an extraordinary obligation to avoid mistakes. The contribution of management as a practice and of management studies to the healthcare sector has been mixed. Since the 1990s, in many countries worldwide, concepts from the private sector have been brought into the public sector. This approach was called New Public Management (NPM) and proponents made the claim it would bring better outcomes for patients and the taxpayer (Schachter, 2014). Aside from introducing a new layer of cost to healthcare organisations, the impact of NPM is hotly debated, even amongst the management consultants and researchers who have made this agenda their professional focus (Schachter, 2014).

Keywords: leadership; compassion; managerialism; healthcare; maternity; cultural-historical activity theory. (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:isv:jouijm:v:9:y:2020:i:2:p:129-151

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