Timpson J
Manchester College of Midwifery, Christie Hospital, UK.
J Nurs Manag. 1996 Nov;4(6):315-24. doi: 10.1111/j.1365-2834.1996.tb00002.x.
The concepts involved in the process of managing change successfully in respect of the management of human resources are as complex as they are contentious, with arguments and counter-arguments espoused weekly in the seemingly ever-growing plethora of literature available. The following paper attempts to present a critical analysis of the management of change from the perspective of the human resource and to debate the relative merits pertaining to the imperatives of organizational design and culture, in conjunction with a plea to recognize and respect peoples' needs and feelings, in relation to the impact of internal market reform upon management practice within the context of the contemporary National Health Service (NHS). The paper is predicated upon the dual beliefs that people and organizations are dynamic entities being located both temporally and socially, and that any constructed criterions of success must, therefore, be evaluated not only in terms of the specific individual and/or organizational parameters but also in terms of the relative cultural, moral, philosphical and political ethos, and that as the human race largely survives and operates via organization, which in itself has to be managed, controlled and developed, managers are, therefore, a vital element of any successful organization.
在人力资源管理方面，成功管理变革过程中涉及的概念既复杂又有争议，每周都会有各种支持与反对的观点在看似日益繁多的文献中出现。以下论文试图从人力资源的角度对变革管理进行批判性分析，并结合对组织设计和文化要求的相关优点展开辩论，同时呼吁在当代国民医疗服务体系（NHS）背景下，认识并尊重人们在内部市场改革对管理实践的影响方面的需求和感受。本文基于双重信念：人和组织都是动态的实体，在时间和社会中定位，因此，任何构建的成功标准不仅必须根据特定的个人和/或组织参数进行评估，还必须根据相对的文化、道德、哲学和政治风气进行评估；而且由于人类在很大程度上通过组织生存和运作，而组织本身必须进行管理、控制和发展，所以管理者是任何成功组织的关键要素。
