Abstract
This chapter will try to explore the concept of organisational development and, by implication, how the related concept of management development has operated in the NHS over the past decade. The basic proposition of the chapter is that organisational development has tended to become a largely reactive process attempting to implement, accommodate and at times ameliorate the impact of a range of externally driven policy initiatives. A consequence of this, it will be argued, is that organisational development informed by relevant theoretical and conceptual models is difficult to sustain. Instead initiatives aimed at shaping organisations can often be perceived as ‘gimmicky’ and transient, thus creating a negative and cynical audience.
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© 1999 Peter Spurgeon
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Spurgeon, P. (1999). Organisational Development: from a reactive to a proactive process. In: Mark, A.L., Dopson, S. (eds) Organisational Behaviour in Health Care. Organizational Behaviour in Health Care. Palgrave Macmillan, London. https://doi.org/10.1057/9780230379398_3
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DOI: https://doi.org/10.1057/9780230379398_3
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-41055-2
Online ISBN: 978-0-230-37939-8
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