Author： Oliver Stephen Harrison James J.H.
Publisher： Emerald Group Publishing Ltd
ISSN： 0955-2065
Source： Health Manpower Management, Vol.22, Iss.1, 1996-01, pp. : 10-15
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Abstract
Uses the Business Development Consultancy as a case study to demonstrate how a training and development function responded to the working for patient reforms in the NHS. Offers an example of how change can be managed effectively when moving from a bureaucratic to enterprise culture. Emphasizes dealing with the human side (including the casualties of the change) and obtaining ownership of the change and focuses on how the mind set needs to shift. Highlights that change is more than implementation of a new organizational structure or set of rules. Reinforces that change is continuous and requires continual monitoring and review. Ends by stating that change from bureaucracy to enterprise may be difficult but can be achieved successfully.
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