A critical commentary on management science in relation to reforms after institutional National Health Service failures
Regan, Paul John
- Publisher: John Wiley and Sons
mesheuropmc: health care economics and organizations
Aim(s): A discussion paper on the United Kingdom (UK) National Health Service (NHS) market reforms. Background: NHS market reforms reliance on management science methods introduced a fundamental shift in measuring care for commissioning purposes rather than what actually counts such as putting patients first, maintaining a generosity of purpose and social philosophy. Evaluation: A number of key reports are discussed in relation to NHS market reforms and management science. Key issues: NHS market reforms were influenced through a close alliance between policy makers, the department of health, free market think tanks and management consultancies. The timing of reforms coincided with reports on NHS failings and the evolution of measurement methods to focus on finance. Conclusions: The balance in favour of measurement practises is of concern. Management science methods are criticised in the Francis report yet promoted as the solution to some of the key findings; why may be explained by the close alliance. Implications for Nursing Management: A return to principles of management involving consensus, trust, involvement in which a shared vision and a can do, hands on approach to management would be valued in the drive to promote quality care and use management science methods to this end.