The effect of new public management on intensive care unit staff
By: KOWALCZYK, Ruth
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Material type: 
ArticlePublisher: 2002Subject(s): Nurses | Health Care | National Health Service | ManagementThe International Journal of Public Sector Management 15 , 2, p. 118-128Abstract: The NHS is largely dependent on two groups of professionals - medics and nurses. Recent government changes support the development of a central role for management. The impact of these changes on the roles and relationships of those working in the NHS must be understood in light of the structures already in place within it. Medical dominance in healthcare decision-making, nursing power emanating from the strength of the medical-nursing relationship and the hierarchies within and between the two professions all affect and are afected by recent management changes. In intensive care a key feature of the context, insularity, had already significantly modified these structures prior to recent reforms. This paper starts by discussing and contrasting the response of medics and nurses to these changes before highlighting the differences in the way these changes have impacted on staff in intensive care. Analysis is based on data from an observational study of the formation of a new directorate and interviews with senior nurses, medics and managers in intensive care
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
The NHS is largely dependent on two groups of professionals - medics and nurses. Recent government changes support the development of a central role for management. The impact of these changes on the roles and relationships of those working in the NHS must be understood in light of the structures already in place within it. Medical dominance in healthcare decision-making, nursing power emanating from the strength of the medical-nursing relationship and the hierarchies within and between the two professions all affect and are afected by recent management changes. In intensive care a key feature of the context, insularity, had already significantly modified these structures prior to recent reforms. This paper starts by discussing and contrasting the response of medics and nurses to these changes before highlighting the differences in the way these changes have impacted on staff in intensive care. Analysis is based on data from an observational study of the formation of a new directorate and interviews with senior nurses, medics and managers in intensive care
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