Organisational Change in Greece: Exploring Bottlenecks in Public Sector’s Hospital Management

Abstract

During the last twenty years, Greek governments have been announcing, using a plethora of synonyms, such as “modernization, upgrade, reform, transformation”, changes in the public health sector. However, the pathogenic bureaucratic model still exists in public hospitals as well, as shown in the relevant literature, albeit the lack of research regarding hospital managers and the need for organisational change. This study focuses through theoretical triangulation on lean management model advantages and explores via empirical research on the bottlenecks in hospital’s management social mission. By shedding light on managers profile the paper sought to assess their ability to imagine-capture new organisational structures, to think lean, and guide future action for the fulfillment of human needs and values in healthcare delivery in the country.