Reluctant but resourceful middle managers: the case of nurses in the NHS |
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Authors: | Currie Graeme |
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Affiliation: | Nottingham University Business School, Jubilee Campus, UK. graeme.currie@nottingham.ac.uk |
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Abstract: | This study counters the widely held view that middle managers have little to contribute to strategic change in health care organizations. In particular, it argues that middle managers with a nursing background that manage clinical activity should be involved in strategic change beyond mere implementation of decisions made by executive management. Constraints upon this are noted - the power of doctors and central government intervention - that means middle managers enact a semiautonomous strategic role. Antecedents for the semiautonomous role are investment in organization and management development, developing lateral organizational structures that allow middle managers to make a contribution to the development, as well as the implementation of strategy and allowing middle managers to interact with other stakeholders outside the confines of the organization. |
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Keywords: | middle managers National Health Service nurses strategy |
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