Abstract
Clinical management is at the centre of organizational change in the contemporary British hospital sector, and throws up important questions about the relationship between medicine and management. Through the analysis of business planning as a key organizational process the interpretative frameworks which guide the perceptions of the roles of clinical directors and directorate managers can be understood. This paper presents empirical material from a study of an acute hospital trust going through a full business planning cycle, and traces the evolving interpretations of the nature, content and form of clinical management. It also provides insights into the changing face of the medical profession and its place within the health services domain.
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