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Management, change and culture in the NHS: rhetoric and reality

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Abstract:

This paper examines the concept of cultural management in the UK National Health Service in a critical context. Drawing from different perspectives within the literature, it challenges the idea that culture change in organisation can be problem free. Tensions that can exist between organisational cultural values and those of professional occupational cultures are examined. The implications of such tensions for policy makers, and those charged with managing culture change in the NHS, are considered in detail.

Keywords: CHANGE; CULTURE; IDENTITY; MANAGEMENT; POLITICS; RESISTANCE; SUBCULTURE

Document Type: Research Article

Publication date: January 1, 2004

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