From cultural cohesion to rules and competition

The trajectory of senior management culture in English NHS hospitals, 2001-2008

Russell Mannion*, Stephen Harrison, Rowena Jacobs, Frederick Konteh, Kieran Walshe, Huw T O Davies

*Corresponding author for this work

Research output: Contribution to journalArticle

16 Citations (Scopus)

Abstract

Objectives: To assess changes in senior management culture in English NHS hospitals between 2001 and 2008. Design: Longitudinal study comprising cross-sectional surveys of board levels managers at three time-points using a validated culture measurement instrument - the Competing Values Framework. Setting: English NHS hospital trusts. Main outcomes: There has been a decline in 'Clan' and an increase in more competitive 'Rational' cultures among senior management teams in NHS hospital trusts during the period 2001-2008. Conclusions: Government policy for the NHS has espoused the desirability of competition, particularly since 2002. Our data suggest that corresponding changes in the cultures of senior management teams in NHS hospital trusts is beginning to occur, with the expectation that these organizations will pursue more competitive strategies.

Original languageEnglish
Pages (from-to)332-336
Number of pages5
JournalJournal of the Royal Society of Medicine
Volume102
Issue number8
DOIs
Publication statusPublished - 1 Aug 2009
Externally publishedYes

Fingerprint Dive into the research topics of 'From cultural cohesion to rules and competition: The trajectory of senior management culture in English NHS hospitals, 2001-2008'. Together they form a unique fingerprint.

Cite this