Abstract
This paper examines managerial effectiveness in the National Health Service, utilizing a conceptual framework devised by Fondas and Stewart (1994) which focuses upon the concept of ‘expectation enactment’. The conceptual framework is applied to a National Health Service trust; more specifically, it is used to examine the managerial effectiveness of clinical managers at this trust.
The data for this paper is derived from a larger qualitative study of three NHS case studies. The data was collected from a series of in-depth interviews with clinical managers and general managers. In one of these case studies, part of the analysis was undertaken utilizing concepts put forward by Fondas and Stewart (1994). These will form the basis of this paper.
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