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Reengineering Health Care The Complexities of Organizational Transformation

McNulty Terry Ferlie Ewan
Heftet / 2004 / Engelsk

Produktdetaljer

ISBN
9780199269075
Publisert
2004
Utgiver
Vendor
Oxford University Press
Vekt
601 gr
Høyde
234 mm
Bredde
157 mm
Dybde
21 mm
Aldersnivå
P, 06
Språk
Product language
Engelsk
Format
Product format
Heftet
Antall sider
404

Forfatter
McNulty Terry
Ferlie Ewan

Om bidragsyterne

Terry McNulty is Senior Lecturer in Organization Behaviour at Leeds University Business School. Previously he was a senior research fellow at Warwick Business School. He has also worked in the National Health Service and for the Institute of Health Services Management. His teaching and research cover processes of organizing and change in public and private sector organizations. His research has been published in leading practitioner and scholarly journals including Organisation Studies, European Journal of Work and Organisational Psychology, Journal of Management Studies, Human Relations, and Corporate Governance. Ewan Ferlie is Professor of Management and Head of Department at the School of Management, Royal Holloway, University of London. Prior to this he was Director of Research and Professor of Public Services Management at Imperial College Management School, and has held research posts at the Personal Social Services Research Unit, University of Kent at Canterbury, and was Deputy Director of the Centre for Corporate Strategy and Change at Warwick Business School. He has also been a Non Executive Member on Warwickshire Health Authority (1993-6).

Reengineering Health Care The Complexities of Organizational Transformation

McNulty Terry Ferlie Ewan
Heftet / 2004 / Engelsk
McNulty Terry Ferlie Ewan
Heftet / 2004 / Engelsk
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1.354,-
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Organizations are being urged to experiment with new structures and processes. A 'process perspective' on organizing is emerging as a major challenge to 'functional' principles of organizing established during the last century. Business process reengineering is one exemplar of process thinking that has received great attention amongst organizational theorists and practitioners. This in-depth account of business process reengineering within a major NHS hospital is an important contribution to the very limited stock of empirical knowledge about new organizational forms, especially in the public sector. The book combines empirical data gathered through an intensive, comparative case study method with strategic choice and neo-institutional theories to analyse the changing context of public organizations, importation of models of organizing from private to public organizations, and dynamics of public sector transformation. The outcomes of the change programme add to our more general organizational knowledge about (a) the impact of corporate change programmes, particularly in professionalized and public sector settings, (b) impediments and enablers of lateral organizing structures and processes, and (c) contradictions within the New Public Management between functional and process principles for organizing.
Les mer
This book explores three interlinked themes: the models and nature of organizational change; the implementation of Business Process Reengineering (BPR); and the management of contemporary public sector organizations. The authors describe and evaluate a BPR programme in a major NHS teaching hospital - its successes and its shortcomings.
Les mer
1. Introduction and Key Themes ; 2. Understanding Business Process Reengineering as Planned Organizational Transformation ; 3. Process Redesign and Changing Contexts of Health Care ; 4. Organizational Process Research: Research Style and Methods ; 5. Reengineering as Strategic Choice and Change ; 6. Patient Process Reengineering: Six Case Studies ; 7. Reengineering Organizational Form and Process: The Old Shapes the New ; 8. Limits to Organizational Transformation: Explaining Local Variation within a Change Programme ; 9. Dynamics of Programmed Transformation and Reproduction ; 10. Process-Based Organizations in the UK Public Services? Prospects for the Future
Les mer
Winner of the British Association of Medical Managers Medical Management Book of the Year Award 2004
`Review from previous edition Reengineering Health Care is an important addition to the theory and practice of health policy and management. This book is a must read for students and teachers but a jargon free summary would ensure that it reaches the wide audience it deserves.' Chris Ham, Strategy Department Department of Health `A valuable and authoritative addition to the literature ...wide-ranging and scholarly theoretical framework, and the use of the empirical findings to contribute further to theory development, are the book's great strengths ... This book will have lasting value well beyond re-engineering itself.' Health Services Management Research `Overall, I think this book could make a significant contribution to an informed consideration of the practice of change management in the NHS/public services ... I think the work stands up to the test of the times all too well.' Public Administration `Terry McNulty and Ewan Ferlie describe insightfully how managing within [NHS] markets is complex and slow' Times Higher Educational Supplement
Les mer
Strong empirical base High policy and managerial relevance Develops theory within organizational change and public sector management Well developed methods section Analysis of 'real world' process change
Les mer
Terry McNulty is Senior Lecturer in Organization Behaviour at Leeds University Business School. Previously he was a senior research fellow at Warwick Business School. He has also worked in the National Health Service and for the Institute of Health Services Management. His teaching and research cover processes of organizing and change in public and private sector organizations. His research has been published in leading practitioner and scholarly journals including Organisation Studies, European Journal of Work and Organisational Psychology, Journal of Management Studies, Human Relations, and Corporate Governance. Ewan Ferlie is Professor of Management and Head of Department at the School of Management, Royal Holloway, University of London. Prior to this he was Director of Research and Professor of Public Services Management at Imperial College Management School, and has held research posts at the Personal Social Services Research Unit, University of Kent at Canterbury, and was Deputy Director of the Centre for Corporate Strategy and Change at Warwick Business School. He has also been a Non Executive Member on Warwickshire Health Authority (1993-6).
Les mer
Strong empirical base High policy and managerial relevance Develops theory within organizational change and public sector management Well developed methods section Analysis of 'real world' process change
Les mer

Relaterte produkter

Organizations are being urged to experiment with new structures and processes. A 'process perspective' on organizing is emerging as a major challenge to 'functional' principles of organizing established during the last century. Business process reengineering is one exemplar of process thinking that has received great attention amongst organizational theorists and practitioners. This in-depth account of business process reengineering within a major NHS hospital is an important contribution to the very limited stock of empirical knowledge about new organizational forms, especially in the public sector. The book combines empirical data gathered through an intensive, comparative case study method with strategic choice and neo-institutional theories to analyse the changing context of public organizations, importation of models of organizing from private to public organizations, and dynamics of public sector transformation. The outcomes of the change programme add to our more general organizational knowledge about (a) the impact of corporate change programmes, particularly in professionalized and public sector settings, (b) impediments and enablers of lateral organizing structures and processes, and (c) contradictions within the New Public Management between functional and process principles for organizing.
Les mer
This book explores three interlinked themes: the models and nature of organizational change; the implementation of Business Process Reengineering (BPR); and the management of contemporary public sector organizations. The authors describe and evaluate a BPR programme in a major NHS teaching hospital - its successes and its shortcomings.
Les mer
1. Introduction and Key Themes ; 2. Understanding Business Process Reengineering as Planned Organizational Transformation ; 3. Process Redesign and Changing Contexts of Health Care ; 4. Organizational Process Research: Research Style and Methods ; 5. Reengineering as Strategic Choice and Change ; 6. Patient Process Reengineering: Six Case Studies ; 7. Reengineering Organizational Form and Process: The Old Shapes the New ; 8. Limits to Organizational Transformation: Explaining Local Variation within a Change Programme ; 9. Dynamics of Programmed Transformation and Reproduction ; 10. Process-Based Organizations in the UK Public Services? Prospects for the Future
Les mer
Winner of the British Association of Medical Managers Medical Management Book of the Year Award 2004
`Review from previous edition Reengineering Health Care is an important addition to the theory and practice of health policy and management. This book is a must read for students and teachers but a jargon free summary would ensure that it reaches the wide audience it deserves.' Chris Ham, Strategy Department Department of Health `A valuable and authoritative addition to the literature ...wide-ranging and scholarly theoretical framework, and the use of the empirical findings to contribute further to theory development, are the book's great strengths ... This book will have lasting value well beyond re-engineering itself.' Health Services Management Research `Overall, I think this book could make a significant contribution to an informed consideration of the practice of change management in the NHS/public services ... I think the work stands up to the test of the times all too well.' Public Administration `Terry McNulty and Ewan Ferlie describe insightfully how managing within [NHS] markets is complex and slow' Times Higher Educational Supplement
Les mer
Strong empirical base High policy and managerial relevance Develops theory within organizational change and public sector management Well developed methods section Analysis of 'real world' process change
Les mer
Terry McNulty is Senior Lecturer in Organization Behaviour at Leeds University Business School. Previously he was a senior research fellow at Warwick Business School. He has also worked in the National Health Service and for the Institute of Health Services Management. His teaching and research cover processes of organizing and change in public and private sector organizations. His research has been published in leading practitioner and scholarly journals including Organisation Studies, European Journal of Work and Organisational Psychology, Journal of Management Studies, Human Relations, and Corporate Governance. Ewan Ferlie is Professor of Management and Head of Department at the School of Management, Royal Holloway, University of London. Prior to this he was Director of Research and Professor of Public Services Management at Imperial College Management School, and has held research posts at the Personal Social Services Research Unit, University of Kent at Canterbury, and was Deputy Director of the Centre for Corporate Strategy and Change at Warwick Business School. He has also been a Non Executive Member on Warwickshire Health Authority (1993-6).
Les mer
Strong empirical base High policy and managerial relevance Develops theory within organizational change and public sector management Well developed methods section Analysis of 'real world' process change
Les mer

Produktdetaljer

ISBN
9780199269075
Publisert
2004
Utgiver
Vendor
Oxford University Press
Vekt
601 gr
Høyde
234 mm
Bredde
157 mm
Dybde
21 mm
Aldersnivå
P, 06
Språk
Product language
Engelsk
Format
Product format
Heftet
Antall sider
404

Forfatter
McNulty Terry
Ferlie Ewan

Om bidragsyterne

Terry McNulty is Senior Lecturer in Organization Behaviour at Leeds University Business School. Previously he was a senior research fellow at Warwick Business School. He has also worked in the National Health Service and for the Institute of Health Services Management. His teaching and research cover processes of organizing and change in public and private sector organizations. His research has been published in leading practitioner and scholarly journals including Organisation Studies, European Journal of Work and Organisational Psychology, Journal of Management Studies, Human Relations, and Corporate Governance. Ewan Ferlie is Professor of Management and Head of Department at the School of Management, Royal Holloway, University of London. Prior to this he was Director of Research and Professor of Public Services Management at Imperial College Management School, and has held research posts at the Personal Social Services Research Unit, University of Kent at Canterbury, and was Deputy Director of the Centre for Corporate Strategy and Change at Warwick Business School. He has also been a Non Executive Member on Warwickshire Health Authority (1993-6).

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