Control and accountability in the NHS market a practical proposition or logical impossibility
Identifieur interne : 009976 ( Main/Exploration ); précédent : 009975; suivant : 009977Control and accountability in the NHS market a practical proposition or logical impossibility
Auteurs : John J. Glynn [Australie] ; David Perkins [Royaume-Uni]Source :
- Journal of Management in Medicine [ 0268-9235 ] ; 1998-08-01.
Descripteurs français
- Wicri :
English descriptors
- KwdEn :
- Accountability, Accountability relationships, Activity levels, Appropriate control mechanisms, Balanced budget, Chapman hall, Chief executives, Clinical audit, Clinician, Community care, Concurrent control, Consensus management, Contract accountability, Contracting, Contracting process, Control mechanisms, Control systems, Discipline lines, Feedback control, Feedforward control systems, Financial accountability, Greater accountability, Health care, Health service, Hmso, Information systems, Internal market, Little evidence, Management action, Management handbook, Management inquiry, Management process, Management reform, Managerial accountabilities, Managerial accountability, Market mechanism, Market mechanisms, Medical profession, National health service, Operational management, Private sector, Professional accountabilities, Provider, Provider trusts, Provider units, Public accountability, Public management, Public sector management, Public services, Purchaser, Quiet revolution, Regional health authorities, Resource allocation, Resource management, Service provider objectives, Social security, Strategic management, Work load.
- Teeft :
- Accountability, Accountability relationships, Activity levels, Appropriate control mechanisms, Balanced budget, Chapman hall, Chief executives, Clinical audit, Clinician, Community care, Concurrent control, Consensus management, Contract accountability, Contracting, Contracting process, Control mechanisms, Control systems, Discipline lines, Feedback control, Feedforward control systems, Financial accountability, Greater accountability, Health care, Health service, Hmso, Information systems, Internal market, Little evidence, Management action, Management handbook, Management inquiry, Management process, Management reform, Managerial accountabilities, Managerial accountability, Market mechanism, Market mechanisms, Medical profession, National health service, Operational management, Private sector, Professional accountabilities, Provider, Provider trusts, Provider units, Public accountability, Public management, Public sector management, Public services, Purchaser, Quiet revolution, Regional health authorities, Resource allocation, Resource management, Service provider objectives, Social security, Strategic management, Work load.
Abstract
Before the imposition of the NHS internal market, systems of accountability and control were far from adequate and could be criticized on a number of grounds. The market was offered as a panacea to address these inadequacies. However, in practice there have only been partial improvements which could have been achieved without the imposition of the market. The market also creates new problems and a number of crises and scandals seem to be addressed at the political level by pleas to utilize resources more effectively. These pleas mean that more and more the focus is turning back to central planning in the provision of care and further away from socalled market mechanisms. The NHS managed market has been imperfect and will continue to be so. Argues that there is no alternative but to return to the planned provision of health care in order to improve on accountability and control in the NHS. Hopefully the adverse impact of the market on clinicians and others will force a more rational reappraisal of the fundamental raison dtre of the NHS and the need for those involved in the delivery of services, at all levels, to be more openly accountable.
Url:
DOI: 10.1108/02689239810248017
Affiliations:
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The market was offered as a panacea to address these inadequacies. However, in practice there have only been partial improvements which could have been achieved without the imposition of the market. The market also creates new problems and a number of crises and scandals seem to be addressed at the political level by pleas to utilize resources more effectively. These pleas mean that more and more the focus is turning back to central planning in the provision of care and further away from socalled market mechanisms. The NHS managed market has been imperfect and will continue to be so. Argues that there is no alternative but to return to the planned provision of health care in order to improve on accountability and control in the NHS. Hopefully the adverse impact of the market on clinicians and others will force a more rational reappraisal of the fundamental raison dtre of the NHS and the need for those involved in the delivery of services, at all levels, to be more openly accountable.</div></front></TEI><affiliations><list><country><li>Australie</li><li>Royaume-Uni</li></country></list><tree><country name="Australie"><noRegion><name sortKey="Glynn, John J" sort="Glynn, John J" uniqKey="Glynn J" first="John J." last="Glynn">John J. Glynn</name></noRegion></country><country name="Royaume-Uni"><noRegion><name sortKey="Perkins, David" sort="Perkins, David" uniqKey="Perkins D" first="David" last="Perkins">David Perkins</name></noRegion></country></tree></affiliations></record>Pour manipuler ce document sous Unix (Dilib)
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