Abstract
Since individual and/or sectional interests are embedded in organisational relations, the meaning and significance of manpower plans will depend very much on the political and career systems of which they are both a condition and a consequence. Manpower planning can never be seen simply as a technical solution to practical problems for insofar as it reflects and reinforces power‐knowledge practices within organisations, it is as much part of the problem as of the solution. The post‐Griffith climate of industrial management in the NHS is leading to the imposition of an artificial consensus through bureaucratic and technicist means, rather than identifying and developing new ways to mobilise the creative collective power of the majority, who at present remain peripheral to, and disinterested in, their organisation.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: International Journal of Sociology and Social Policy
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
