NHS reforms and resource management: whither the hospital?
This paper considers whether resource management (RM) as currently constituted in the National Health Service (NHS) is likely to fulfil its aim of efficiency. For the individual hospital RM has two key features: changes in managerial structure and changes in information systems. The paper assesses the extent to which the hospital behavioural model that implicitly underlies RM can be judged to reflect well the actual behaviour of hospitals. It is noteworthy that in the RM literature there is no explicit statement about the assumed underlying behaviour of the NHS hospital. Here the author selects the Harris model of hospital behaviour as providing the best explanation of internal hospital organisation. Harris represents the two lines of authority, physicians and administrators (managers in the present-day NHS), as two firms within the hospital structure, each with its own managers, objectives and constraints, making this model particularly appealing as a basis for analysing RM. Using this model the paper concludes that RM alone and as currently constituted will not be successful in promoting efficiency, because the structural and cultural mechanisms put in place by RM will not sufficiently affect physician behaviour.
Farrar
S
S
Department of Public Health, University of Aberdeen, Foresterhill.
D004465:Economic Competition; D017598:Efficiency, Organizational / Q000191:economics; D006295:Health Resources / Q000458:organization & administration; D006751:Hospital Information Systems; D006754:Hospital Restructuring / Q000191:economics*; D006779:Hospitals, Public / Q000458:organization & administration*; D008505:Medical Staff, Hospital; D010865:Pilot Projects; D010818:Practice Patterns, Physicians'; D011787:Quality of Health Care; D013222:State Medicine / Q000191:economics / Q000458:organization & administration*; D006113:United Kingdom