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Abstract

This is a descriptive study of the effects of externally demanded changes on the compliance structures of a mental health service organization. Compliance is approached as a reciprocal structure consisting of the exercise of power and the orientation of subordinated actors to that power. The failings of two administra tive strategies for instituting organizational change are traced to their inability to take full account of professional norms.

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References

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Compliance Structures and Change Within Mental Health Service Organizations

Abstract

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