... The introduction of an increasingly Taylorist system of management that established control over NHS staff made sure "that all management's policy decisions could be implemented." (Huczynski and Buchanan: 2004: pg. 430) The aim of the new management structure was to create increased control over the NHS staff so that "increased cost-consciousness" and a "corporate approach" could be implemented. (D. Cowler: 1993: pg180) This control was to be achieved by two of Hellreig and Slocum's management strategies. These included a change in organizational structure that would change "the specification of communication flows and the location of decision making responsibility," as well as a change in budgetary control (Huczynski and Buchanan: 2004: pg. 828) This resulted in moving control bases away from nurses, clinicians and administrators and toward UGMs and DGMs. If we use Burns and Stalker's definitions of organisational structure, we can assess that with a reduction in consensus management and increase ...

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