Abstract
A key assumption made by the Griffiths Report was that newly appointed general managers would be the catalyst for significant major change that would overcome some of the alleged weaknesses of the NHS as identified in the Report. This chapter explores the first four years of general management in 20 NHS districts, and, in doing so, explores empirically the assumptions made by the Griffiths team.
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© 1997 Sue Dopson
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Dopson, S. (1997). DGMs’ Priorities and Actions: An Eliasian Analysis. In: Managing Ambiguity and Change. Palgrave Macmillan, London. https://doi.org/10.1057/9780230375147_5
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DOI: https://doi.org/10.1057/9780230375147_5
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-39860-7
Online ISBN: 978-0-230-37514-7
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