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Unmasking Health Management: A Critical Text
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Editors: Learmonth, Mark (University of York); Harding, Nancy (University of Leeds)
Book Description:
Although governments believe that the key to efficient health services lies in organizations run by inspiring leaders who stimulate the most efficient forms of management, many people working in health services, including managers, and an increasing number of academics, are discomforted by such a believe system. This books aims to provide a language in which such discomfort may be articulated. Its objectives are to nurture skepticism about the benefits of management, to debunk the notion that management is merely a technical device to promote efficiency, and to reveal the oppressiveness of managerialism. It thus challenges mainstream management texts, which seek unthinkingly to guide people in the impossible task of good management. Contributors, many of whom were experienced health managers before becoming academics, are drawn from across the social sciences. They illustrate how beliefs in “grand practices” such as economics or evidence-based medicine are misplaced, and explore the potential of an ethical management of health services. They investigate the experiences of managers doing management and reveal that it is impossible for managers to do management.
This book should be of interest to graduate students of public sector management, to lecturers and researchers in public sector management and to public sector managers themselves - or those working with them.
(See Contents for a Review)

Table of Contents:
Introduction: Everyone Wants Better Management - Don’t They? Asking Critical Questions about Health Services Management
(Mark Learmonth and Nancy Harding) pp. vii-x

Chapter 1. Making Health Services Management Research Critical: A Review and a Suggestion
(Mark Learmonth)pp. 1-23

Chapter 2. Orwellian Quality – The Bosses’ Revolution
(Michael Loughlin, University of York)pp. 25-39

Chapter 3. A Feminist Critique of Leadership and its Application to the UK NHS
(Jackie Ford, University of Leeds) pp. 41-55

Chapter 4. Critical Health Economics
(Neil Small, University of Bradford and Russell Mannion, University of York) pp. 57-73

Chapter 5. Professional Translations of Evidence Based Medicine (Janice McLaughlin, University of Newcastle) pp. 75-90

Chapter 6. Ethics of Critique and Critique of Health Management Ethics (Steve Holland, University of York) pp. 91-106

Chapter 7. Doctors and Managers: Conflicts, Professional Self-images and the Search For Legitimacy
(Jim Connelly, University of Reading) pp. 107-116

Chapter 8. Nursing, Managerialism and Evidence Based Practice: The Constant Struggle for Influence
(Michael Traynor, London School of Hygiene & Tropical Medicine) pp. 117-128

Chapter 9. The Public and Private Manager: Querying Health Management (Hugh Lee, University of Leeds)pp. 129-142

Chapter 10. The Performance of Health Management in the NHS: A Dramaturgical Perspective
(Ian Greener, University of York) pp. 143-153

Chapter 11. Empowerment, Modernisation and Ethics: The Shaping of Individual Identity in an English Primary Care Trust
(Ruth McDonald, University of Manchester) pp. 155-169

Chapter 12. Structure, Culture and Anarchy: Ordering the NHS
(Martin Parker, Leicester University) pp. 171-185

Conclusion: Managers Do Not Do Management
(Nancy Harding and Mark Learmonth) pp. 187-196

Notes on Contributors
pp. 197-199

Index.

Book Review:
As an academic discourse, Critical Management Studies (CMS) exists “to challenge the hegemony of traditional managerial assumptions, knowledge and practices [bringing] to the foreground that multivocality of interests, values and perspectives which are often suppressed by the [overarching dominance of] technocratic and managerial ideology” … In this collected volume, edited by Mark Learmonth and Nancy Harding, the ‘CMS lens’ (so called) is used to re-narrate approaches to, and epistemologies of, ‘Healthcare Management Research’ (HMR). HMR emerges from this book as an eclectic intellectual terrain embracing diverse scholastic traditions (everything from ‘medical science’ to discourse theory). The volume argues cogently, in my view, that this apparent eclecticism hides (or masks) an important thread of continuity – namely that of the ‘pro-management bias’… this book provides many opportunities for those interested in health leadership to broaden their critical engagement with the subject Leadership

   Binding: Hardcover
   Pub. Date: 2004
   Pages: 204 pp.
   ISBN: 1-59033-979-7
   Status: AV
  
Status Code Description
AN Announcing
FM Formatting
PP Page Proofs
FP Final Production
EP Editorial Production
PR At Prepress
AP At Press
AV Available
  
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Unmasking Health Management: A Critical Text