Adapting to a new role: a study designed to help senior managers adapt to new positions after organisation restructuring

The work on which this thesis is based, studies the implementation phase of the total organisation restructure of the National Health Service in 1974 as experienced by a large group of Senior Pharmaceutical Managers who found it difficult to establish themselves in their new positions. The study starts in 1976 and researches to identify the nature and cause of the difficulties facing the managers. It is concluded that the probable cause is rooted in the sudden destruction of mechanisms developed before 1974 to assist new managers establish themselves in their positions. A solution is designed and tested before being implemented with the Senior Pharmaceutical Managers, By 1977 it had become clear that a similar situation faced other large groups of Senior Managers belonging to the Nursing and Works professions of the Health Service. As a result the project and study is continued to help these two other professions and with apparent equal success until 1985.A number of objectives are met during this study. A system is developed for facilitating role identification and implementation during a period of organisation restructuring as a means to help new managers adapt and become established in equally new positions. In addition this project is an example of the use of collaboration as a method to assist large numbers of senior managers belonging to Health Service professions meet radically new demands of role.