Multirational Management in Hospitals

Harald Tuckermann

Chapter 4 in Multirational Management, 2014, pp 71-90 from Palgrave Macmillan

Abstract: Abstract I argue in this chapter that multirational management means handling paradoxes. The core paradox is that the multirational or pluralist practice within hospitals requires, but at the same time thwarts, the genuine task of management. This task involves ensuring decision-making in a way that contributes to the viability of the organisation. Hospitals have developed their own ways of handling this paradox of “multirational management”. Two examples — one of bilateral-situative decision-making, the other of rule-based decision-making — will be elucidated in empirical detail.

Keywords: Treatment Work; Organisational Issue; Executive Board; Everyday Work; System Context (search for similar items in EconPapers)
Date: 2014
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-44442-4_4

Ordering information: This item can be ordered from
http://www.palgrave.com/9781137444424

DOI: 10.1057/9781137444424_4

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().