000			01394naa a2200181uu 4500
001			1102118171841
003			OSt
005			20190211175832.0
008			111021s1999 xx ||||gr |0|| 0 eng d
100	1		_aLEYS, Colin _945697
245	1	0	_aIntellectual mercenaries and the public interest : _bmanagement consultancies and the NHS
260			_aUK : _bPolicy Press, _coct. 1999
520	3		_aThroughout the 1990s developments in the NHS have been largely driven by the efforts of hospital trusts and health authorities to find ways of surviving in the face of constant financial shortfalls. Because NHS regional offices no longer provide them with planning expertise, they rely instead on private sector management consultants. This article describes the NHS market for advice and the predominantly market-orientated attitudes that many management consultants bring to their NHS work, and analyses the problem presented by the fact that their main clients, the trusts, are not responsible for the public interest. A significant function of management consultancies appears to have been to provide legitimation for a largely unacknowledged Treasury-inspired drive to 'downsize' the acute care sector
651		4	_aChina _913345
773	0	8	_tPolicy & Politics _g27, 4, p. 447-465 _dUK : Policy Press, oct. 1999 _xISSN 03055736 _w
942			_cS
998			_a20111021 _b1817^b _cGeisneer
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c40701 _d40701
041			_aeng