ABSTRACT
This chapter examines the nature of health organisations and outlines the historical development of organisational behaviour theories. It summarises a selection of theoretical approaches and demonstrates that in most settings more than one approach guides practice. The chapter provides the knowledge to recent organisational restructuring within the Allied Health Professions (AHP). It highlights the unique environmental contexts in which AHP managers work. Clinical governance and human resource management strategies improves the quality of patient care through both individual and organisational initiatives. Organisational behaviour impacts on the development of management structures throughout the services including AHPs. Clinical staffs need management education, knowledge, skills training and socialisation into management roles. Too often in healthcare organisations there is limited management education and training, combined with a lack of clear role expectations. The chapter concludes with recommendations to assist managers to work with their staff in organisational change reforms and the establishment of team based models of service provision.
