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Health management as strategic behaviour

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  • Ian Greener

Abstract

This article presents an analysis of health management based on interviews with senior NHS managers in a number of Hospital Trusts between 2001 and 2003 as a part of an ongoing study to investigate the implementation of the NHS Plan (Secretary of State for Health 2000). The article examines managerial behaviour concerned with two of the most significant reforms under New Labour; first, the changes in relationship between managers and senior clinicians in the NHS; and second, the strategies employed by managers in dealing with the new performance measurement regime. It concludes by suggesting that much that occurs in manager -- doctor relations is obscured by the two groups' practices, that there are gendered differences in the behaviours of managers towards clinicians and that game-playing behaviour in relation to the performance management regime is a function of its imposition upon the managers interviewed.

Suggested Citation

  • Ian Greener, 2005. "Health management as strategic behaviour," Public Management Review, Taylor & Francis Journals, vol. 7(1), pages 95-110, March.
    • Handle: RePEc:taf:pubmgr:v:7:y:2005:i:1:p:95-110
    DOI: 10.1080/1471903042000339437
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    Cited by:

    1. Ian Greener & Russell Mannion, 2008. "Will Practice-Based Commissioning in the English NHS Resolve the Problems Experienced by GP Fundholding?," Public Money & Management, Taylor & Francis Journals, vol. 28(4), pages 231-238, August.
    2. Laura Mariani & Marco Tieghi & Sabrina Gigli, 2016. "The efficacy of performance management system in healthcare. A literature review and research perspectives," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2016(3), pages 97-116.
    3. John Rodwell, 2017. "New development: Bullying in a reforming context—a holistic, layered model of the interpersonal interaction," Public Money & Management, Taylor & Francis Journals, vol. 37(5), pages 357-362, July.

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