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)

Research output: Chapter in Book/Report/Conference proceedingChapter

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 languageEnglish
Title of host publicationQuestioning the New Public Management
Publication statusPublished - 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