000			01533naa a2200193uu 4500
001			6120615522721
003			OSt
005			20240813154647.0
008			061206s1996 xx ||||gr |0|| 0 eng d
100	1		_aPARKER, Martin _928819
245	1	0	_aManagers, doctors, and culture : _bchanging an english health district
260			_aThousand Oaks : _bSAGE, _cNovember 1996
520	3		_aMuch contemporary writing on organizational culture overstresses consensus. Using a case study of a UK National Health Service district, it is suggested that there can be distinctframes of meaning within one organization. Managers' ideas about creating a unified culture were reflective of an attempt to move from medical dominance to a managerialist orientation, but this change was the subject of considerable dispute. There was debate about whether management was appropriate to an organization that had traditionally relied on administration and the consequent medical autonomy that this implied. Conflicts over the proper role of doctors, managers, and the health service itself meant that this culture was best conceptualized as divided, not shared. Ideas about unity, as theory or management prescription, neglect the many ways in which formulations of us and them shape organizations
700	1		_92853 _aDent, Mike
773	0	8	_tAdministration & Society _g28, 3, p. 335-361 _dThousand Oaks : SAGE, November 1996 _xISSN 00953997 _w
942			_cS
998			_a20061206 _b1552^b _cNatália
998			_a20100805 _b1633^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c20401 _d20401
041			_aeng