DGMs’ Priorities and Actions: An Eliasian Analysis

Sue Dopson

Chapter 5 in Managing Ambiguity and Change, 1997, pp 77-120 from Palgrave Macmillan

Abstract: Abstract A key assumption made by the Griffiths Report was that newly appointed general managers would be the catalyst for significant major change that would overcome some of the alleged weaknesses of the NHS as identified in the Report. This chapter explores the first four years of general management in 20 NHS districts, and, in doing so, explores empirically the assumptions made by the Griffiths team.

Keywords: General Management; Local Group; Game Model; District Management; Management Board (search for similar items in EconPapers)
Date: 1997
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-37514-7_5

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DOI: 10.1057/9780230375147_5

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