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Managerialism and professionalism in general practice: teamwork and the art of “pulling together”

Mike Dent (Director of the Knowledge, Organizations and Society Research Unit, School of Social Sciences, Staffordshire University, Stoke on Trent, UK)
Elizabeth Burtney (Senior Research Officer, Research and Evaluation Division, Employment Services, Department of Education and Employment, Sheffield, UK)

Health Manpower Management

ISSN: 0955-2065

Article publication date: 1 October 1996



Considers the impact of recent government policy on the organization of primary care in England and Wales. Discusses the notion and practice of “teamworking” currently in vogue, and analyses implications for doctors, nurses and managers working in/attached to general practices. Draws on the findings of a study of primary care team building which took place in a UK health authority (here referred to as “Weston”), and focuses on the experiences of four general practices as they have attempted to develop as multidisciplinary partnerships. Gives consideration to the “new managerialism” evident in the NHS and its attempt to redefine professionalism and professional autonomy.



Dent, M. and Burtney, E. (1996), "Managerialism and professionalism in general practice: teamwork and the art of “pulling together”", Health Manpower Management, Vol. 22 No. 5, pp. 13-23.




Copyright © 1996, MCB UP Limited

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