Managers as Social Surgeons

Abstract

Deals with the Health Service manager′s problems of pruning staff in NHS Trust applications. Compares handling staff with a surgeon handling patients pre‐, during and post‐operations. Concludes that the Health Service manager must consider the key issues of communication, involvement, unambiguity and encouraging the free expression of dissent.

Citation

MacLachlan, M. (1992), "Managers as Social Surgeons", Health Manpower Management, Vol. 18 No. 4. https://doi.org/10.1108/EUM0000000001610