Search results

Describes new management styles and organizational structures developed by school‐leaders in response to the challenges of the 1990s. Experiments in The Netherlands show many advantages in shared leadership, management‐teams and part‐time leadership. Also describes disadvantages and necessary conditions and procedures for implementing these new organizational structures.

Volume 7 Number 7 of this journal includes four useful articles. The first by Val Hammond, is entitled “Opportunity 2000: A Culture Change Approach to Equal Opportunity.”

Much health service delivery occurs within a network structure, with co-operation and competition coexisting. Leading change for successful outcomes is a difficult task even outside of this multi-layered complex context, with reports that up to two-thirds of change processes are unsuccessfully implemented. This can have a major impact on stress, effectiveness and efficiency. This paper aims to address these issues.

Theories supporting a generic implementation system for managers were explored so that people placed into situations in which they needed to lead and manage change could access a systematic approach that enabled clarification of the network's goal(s), valid communication among members of the network, and performance measurement using indicators the network agrees are meaningful.

The implementation pathway developed provides a change process leaders and managers of change can use within networks.

Health service funders and managers will be helped by this systematic implementation process.

Health service funders and managers will be assisted by the systematic implementation process.