Cultures for performance in health care

There is increasing international interest in the potential of managing organisational culture as a lever for health care improvement.

No-where is this interest in organisational culture more apparent than in the UK NHS.

The latest NHS reforms as set out in the NHS Plan and Shifting the Balance of Power documentation make clear that cultural change needs to be wrought alongside structural and procedural reform if the anticipated benefits to the organisation are to be realised.

This book offers evidence-based research on ways in which NHS managers can implement cultural change to improve performance.

Detailed case studies of both high and low performing hospital trusts and primary care trusts are used to explore the links between organisational culture and performance.