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Organizational-Professional Conflict in Medicine

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Culture and Climate in Health Care Organizations

Part of the book series: Organizational Behaviour in Health Care ((OBHC))

Abstract

Since the 1980s, the political landscape of many western nations has reformed the public service and associated agencies, with the aim of making the national economy internationally competitive (Van Gramberg and Bassett, 2005). Despite its focus on and interest in the market sector, the neoliberalist agenda has permeated health care (Martinez and Garcia, 1997). It has altered perceptions of effective management from the health of the patient to the health of the organization — a change that has been witnessed in the United Kingdom, the United States, Canada, New Zealand, and Australia (Harden, 2000; Terris, 1999; Donelan et al., 1999).

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Authors
  1. Anneke Fitzgerald
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  2. Ann Dadich
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Editor information

Editors and Affiliations

  1. Centre for Clinical Governance Research and Australian Institute of Health Innovation, University of New South Wales, Australia

    Jeffrey Braithwaite (Professor and Director) (Professor and Director)

  2. Manchester Business School, UK

    Paula Hyde (Senior Lecturer in Leadership and Experiential Learning) (Senior Lecturer in Leadership and Experiential Learning)

  3. University of Southampton, UK

    Catherine Pope (Professor of Medical Sociology) (Professor of Medical Sociology)

Copyright information

© 2010 Anneke Fitzgerald and Ann Dadich

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Cite this chapter

Fitzgerald, A., Dadich, A. (2010). Organizational-Professional Conflict in Medicine. In: Braithwaite, J., Hyde, P., Pope, C. (eds) Culture and Climate in Health Care Organizations. Organizational Behaviour in Health Care. Palgrave Macmillan, London. https://doi.org/10.1057/9780230274341_5

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