Can the public sector learn? The importance of patient focussed care in a NHS hospital trust

C. Howarth; F. Mueller; C. Harvey; Mike Dent; John Chandler; Jim Barry

Can the public sector learn? The importance of patient focussed care in a NHS hospital trust

C. Howarth, F. Mueller, C. Harvey, Mike Dent (Editor), John Chandler (Editor), Jim Barry (Editor)

Strathclyde Business School

Research output: Chapter in Book/Report/Conference proceeding › Chapter

Abstract

Case studies of New Public Management (NPM) in practice in the UK, exploring the enactment of NPM in its specific organizational contexts focusing on an NHS hospital trust. The meaning of NPM is negotiated and its impact on those working in the organization is explored. The book points to the complex, fluid and negotiated character of NPM, as well as its centrality in reconfiguring occupational identities and relations within public service organizations.

Original language	English
Title of host publication	Questioning the New Public Management
Publication status	Published - 2004

Keywords

hospitals
nhs
public management
public sector management
change management

Cite this

Howarth, C., Mueller, F., Harvey, C., Dent, M. (Ed.), Chandler, J. (Ed.), & Barry, J. (Ed.) (2004). Can the public sector learn? The importance of patient focussed care in a NHS hospital trust. In Questioning the New Public Management

@inbook{ea2c677ae887435485496bde50c452f4,

title = "Can the public sector learn? The importance of patient focussed care in a NHS hospital trust",

abstract = "Case studies of New Public Management (NPM) in practice in the UK, exploring the enactment of NPM in its specific organizational contexts focusing on an NHS hospital trust. The meaning of NPM is negotiated and its impact on those working in the organization is explored. The book points to the complex, fluid and negotiated character of NPM, as well as its centrality in reconfiguring occupational identities and relations within public service organizations.",

keywords = "hospitals, nhs, public management, public sector management, change management",

author = "C. Howarth and F. Mueller and C. Harvey and Mike Dent and John Chandler and Jim Barry",

year = "2004",

language = "English",

isbn = "0754633977",

booktitle = "Questioning the New Public Management",

}

TY - CHAP

T1 - Can the public sector learn? The importance of patient focussed care in a NHS hospital trust

AU - Howarth, C.

AU - Mueller, F.

AU - Harvey, C.

A2 - Dent, Mike

A2 - Chandler, John

A2 - Barry, Jim

PY - 2004

Y1 - 2004

N2 - Case studies of New Public Management (NPM) in practice in the UK, exploring the enactment of NPM in its specific organizational contexts focusing on an NHS hospital trust. The meaning of NPM is negotiated and its impact on those working in the organization is explored. The book points to the complex, fluid and negotiated character of NPM, as well as its centrality in reconfiguring occupational identities and relations within public service organizations.

AB - Case studies of New Public Management (NPM) in practice in the UK, exploring the enactment of NPM in its specific organizational contexts focusing on an NHS hospital trust. The meaning of NPM is negotiated and its impact on those working in the organization is explored. The book points to the complex, fluid and negotiated character of NPM, as well as its centrality in reconfiguring occupational identities and relations within public service organizations.

KW - hospitals

KW - nhs

KW - public management

KW - public sector management

KW - change management

M3 - Chapter

SN - 0754633977

BT - Questioning the New Public Management

ER -