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Publication date: 1 September 1994

Richard Laughlin, Jane Broadbent and Heidrun Willig‐Atherton

General Medical Practitioners (GPs) and their practices have beensubject to a wide range of mandatory financial and administrativechanges in the last few years. Explores the…

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Abstract

General Medical Practitioners (GPs) and their practices have been subject to a wide range of mandatory financial and administrative changes in the last few years. Explores the nature of these changes as well as providing insights into the way these demands have been managed, drawing its empirical insights from the experiences of six GP practices in one family health service authority (FHSA) in the UK with which the authors have had ongoing involvement over the last few years. Develops an understanding of the observations through recent theories of organizational change processes amplified through aspects of the sociology of professions. Concludes that, to date, GPs have managed to avoid the behavioural changes which the reforms intended through a process of delegation and displacement of the unwelcome and unwanted elements to primarily women members of the practice team (notably nurses and practice managers).

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Accounting, Auditing & Accountability Journal, vol. 7 no. 3
Type: Research Article
ISSN: 0951-3574

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Article
Publication date: 1 March 1994

Richard Laughlin, Jane Broadbent, David Shearn and Heidrun Willig‐Atherton

While the original proposals of Local Management of Schools (LMS) had awide‐ranging agenda for management change, the actual outworking hastended to emphasize the management of…

907

Abstract

While the original proposals of Local Management of Schools (LMS) had a wide‐ranging agenda for management change, the actual outworking has tended to emphasize the management of devolved financial resources. Looks at the way these new financial responsibilities are handled. Empirical insights suggest that the dominant approach is through a small group of staff, invariably dominated by the headteacher, to absorb the management tasks involved. Draws from a wide range of theoretical literature to highlight the nature and function of the small absorbing group. Uses these theoretical insights to inform the empirical analysis which explores the nature and diversity of the small group “doing LMS” in 24 different schools from three local education authorities. Highlights the importance of the headteacher both in the functioning of this small group as well as providing pointers to its underlying character and nature. Presents a range of critical comments about the strengths, weaknesses and dangers of this handling process as well as providing some wider evaluatory points concerning the value of LMS more generally for the education service.

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Accounting, Auditing & Accountability Journal, vol. 7 no. 1
Type: Research Article
ISSN: 0951-3574

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