Abstract
This chapter documents how a District’ General Manager (DGM) sought to improve mental health services in his district and the problems he encountered. The analysis counterposes the DGM’s relatively involved perception of these problems with an understanding of these problems as revealed by a relatively detached, sociological analysis. The case study is intended to illuminate the process-sociological approach which, it has been argued, is helpful in understanding a common aspect of managed change, namely unplanned outcomes.1
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© 1997 Sue Dopson
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Dopson, S. (1997). Case Study: The Development of a Mental Health Policy. In: Managing Ambiguity and Change. Palgrave Macmillan, London. https://doi.org/10.1057/9780230375147_6
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DOI: https://doi.org/10.1057/9780230375147_6
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-39860-7
Online ISBN: 978-0-230-37514-7
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)