Conclusion

Sue Dopson

Chapter 7 in Managing Ambiguity and Change, 1997, pp 143-151 from Palgrave Macmillan

Abstract: Abstract The meat of this book can be found in Chapter 4, where a comprehensive review of the Griffiths Report which prompted the third reorganization of the NHS was given. This Report was an attempt to shift the culture of the NHS from an administrative culture to that of a managerial culture. General managers were to be the key change agents in this respect. It was they who were ultimately responsible for attempting to improve quality, ensure value for money, provide a customer-focused service and encourage professionals to play a part in the management of their service. The Griffiths Report is remarkable in the sense that, despite its brevity, it caused a sensation in the NHS. It raised many heartfelt concerns for those working in the NHS and was yet another change for them to adjust to, coming so soon after the 1982 reorganization.

Keywords: General Management; Remedial Action; Powerful Group; Local Health Care; Health Service Management (search for similar items in EconPapers)
Date: 1997
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DOI: 10.1057/9780230375147_7

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