An edition of Reengineering health care
(2002)
Reengineering health care
the complexities of organizational transformation
by Terry McNulty and Ewan Ferlie
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Subjects
Case studies, Health services administration, Human services, Management, Organizational change, Reengineering (Management), Service industries, Gesundheitswesen, Organization & administration, Organizational Case Studies, Reengineering, Hospital Restructuring, Organizational InnovationPlaces
Great Britain| Edition | Availability |
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1
Reeingineering Health Care: The Complexities of Organizational Transformation
April 27, 2002, Oxford University Press, USA
in English
0199240841 9780199240845
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Libraries near you:
WorldCat
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2
Reengineering health care: the complexities of organizational transformation
2002, New York, Oxford University Press
in English
0199240841 9780199240845
|
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Libraries near you:
WorldCat
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Book Details
Table of Contents
Machine generated contents note: 1 Introduction and Key Themes 1
11 Organizational transformation, its limits,
and process-based organization 3
12 BPR as an exemplar of process organization 7
13 Changing contexts of health care 8
14 A process study: overall principles of design 12
15 Concluding remarks 15
2 Understanding Business Process Reengineering
as Planned Organizational Transformation 17
21 Introduction 17
22 A process perspective on organizing 20
23 Business process reengineering 22
24 Assessing BPR as transformation 32
25 Explaining BPR as transformation:
dynamics of action and context 35
3 Process Redesign and Changing Contexts
of Health Care 45
31 Intersectoral analysis and process-based organizations 47
32 The macro-context: the rise of the new public management 51
33 The meso-context: hospitals as organizations 61
34 Implications for the micro-context 71
35 Concluding discussion 74
4 Organizational Process Research:
Research Style and Methods 77
41 Qualitativeforms ofanalysis 77
42 Issues within management research 81
43 Our choice of qualitative methods 82
44 Process research within organizational studies 85
45 Evaluating reengineering as a social intervention:
issues and challenges 92
46 Operational design, data collectio,n and analysis 98
47 Remaining methodological issues 108
Appendix 41 Interview sample by roles 112
Appendix 42 Interview sample statistics 113
5 Reengineering as Strategic Choice and Change 114
51 Introduction 114
52 Introducing reengineering into the Leicester
Royal Infirmary NHS Trust 116
53 Reengineering LRI: a chronological overview 123
54 Reengineering LRI: a thematic overview 130
6 Patient Process Reengineering: Six Case Studies 147
61 Introduction to case studies 147
62 Reengineering the care process for patients attending
the A&E department with minor injuries 149
63 Chronology of reengineering the care process within A&E 156
64 The impact of reengineering queue management in A&E 157
65 Reengineering the process of care for patients admitted
to LRI with a fractured neck of femur 168
66 Reengineering elective surgery in the specialty of gynaecology 186
67 Reengineering outpatient services in the specialty
of gynaecology 199
68 Reengineering elective surgery in the specialty of ENT 209
69 Reengineering out- and in-patient services in the specialty
of gastroenterology 228
610 Concluding remarks 238
7 Reengineering Organizational Form and Process:
The Old Shapes the New 241
71 Introduction 241
72 Organizational form and process within LRI 242
73 Reengineering within the medical directorate 251
74 Review of the impact of reengineering across
clinical settings within the medical directorate 258
75 Reengineering the medical directorate: a thematic overview 261
8 Limits to Organizational Transformation: Explaining
Local Variation within a Change Programme 272
81 Strengths and weaknesses of the reengineering programme 274
82 Patient process redesign: organizational, behavioural,
and political dynamics 282
9 Dynamics of Programmed Transformation
and Reproduction 314
91 Introduction 314
92 Related studies on change programmes within health care
organizations 317
93 Reengineering and a theory of radical change 322
94 Limits of authoritative change models in professional settings 330
95 Stable sedimentation 333
96 Sectoral diffusion 336
97 Concluding remarks 338
10 Process-Based Organizations in the UK Public Services?
Prospects for the Future 341
101 Introduction 341
102 The evolution of the UK NPM movement in the late 1990s 342
103 Key changes since the mid-1990s: some evidence and
speculation 347
104 Major statements of proclaimed policy in relation to the
organization and management of the public services 355
105 Empirical observations from the case-study site 358
106 Process-based models of organizing and the new public
management: contradictory rather than complementary? 360
107 Final remarks and challenges for thefuture 362.
Edition Notes
Includes bibliographical references (p. [364]-376) and index.
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| September 11, 2024 | Edited by MARC Bot | import existing book |
| August 27, 2020 | Edited by ImportBot | import existing book |
| July 31, 2020 | Edited by ImportBot | import existing book |
| July 30, 2019 | Edited by MARC Bot | associate edition with work OL6016263W |
| December 10, 2009 | Created by WorkBot | add works page |