Reengineering health care
Subtitle: the complexities of organizational transformation
By: Terry McNulty and Ewan Ferlie.
Contributors: Ferlie, Ewan, 1956-
Publisher: New York; Oxford University Press
Published: 2002
Place of publication: Oxford
Language: eng
Number of pages: 388
Subjects: Health services administration -- Great Britain -- Case studies.; Reengineering (Management) -- Great Britain.; Organizational change.; Human services -- Great Britain -- Management.; Service industries -- Great Britain -- Management.
Genres: Case studies.
Notes: Includes bibliographical references (p. [364]-376) and index.
Table of contents: title: Machine generated contents note: 1 Introduction and Key Themes 1; title: 11 Organizational transformation, its limits,; title: and process-based organization 3; title: 12 BPR as an exemplar of process organization 7; title: 13 Changing contexts of health care 8; title: 14 A process study: overall principles of design 12; title: 15 Concluding remarks 15; title: 2 Understanding Business Process Reengineering; title: as Planned Organizational Transformation 17; title: 21 Introduction 17; title: 22 A process perspective on organizing 20; title: 23 Business process reengineering 22; title: 24 Assessing BPR as transformation 32; title: 25 Explaining BPR as transformation:; title: dynamics of action and context 35; title: 3 Process Redesign and Changing Contexts; title: of Health Care 45; title: 31 Intersectoral analysis and process-based organizations 47; title: 32 The macro-context: the rise of the new public management 51; title: 33 The meso-context: hospitals as organizations 61; title: 34 Implications for the micro-context 71; title: 35 Concluding discussion 74; title: 4 Organizational Process Research:; title: Research Style and Methods 77; title: 41 Qualitativeforms ofanalysis 77; title: 42 Issues within management research 81; title: 43 Our choice of qualitative methods 82; title: 44 Process research within organizational studies 85; title: 45 Evaluating reengineering as a social intervention:; title: issues and challenges 92; title: 46 Operational design, data collectio,n and analysis 98; title: 47 Remaining methodological issues 108; title: Appendix 41 Interview sample by roles 112; title: Appendix 42 Interview sample statistics 113; title: 5 Reengineering as Strategic Choice and Change 114; title: 51 Introduction 114; title: 52 Introducing reengineering into the Leicester; title: Royal Infirmary NHS Trust 116; title: 53 Reengineering LRI: a chronological overview 123; title: 54 Reengineering LRI: a thematic overview 130; title: 6 Patient Process Reengineering: Six Case Studies 147; title: 61 Introduction to case studies 147; title: 62 Reengineering the care process for patients attending; title: the A&E department with minor injuries 149; title: 63 Chronology of reengineering the care process within A&E 156; title: 64 The impact of reengineering queue management in A&E 157; title: 65 Reengineering the process of care for patients admitted; title: to LRI with a fractured neck of femur 168; title: 66 Reengineering elective surgery in the specialty of gynaecology 186; title: 67 Reengineering outpatient services in the specialty; title: of gynaecology 199; title: 68 Reengineering elective surgery in the specialty of ENT 209; title: 69 Reengineering out- and in-patient services in the specialty; title: of gastroenterology 228; title: 610 Concluding remarks 238; title: 7 Reengineering Organizational Form and Process:; title: The Old Shapes the New 241; title: 71 Introduction 241; title: 72 Organizational form and process within LRI 242; title: 73 Reengineering within the medical directorate 251; title: 74 Review of the impact of reengineering across; title: clinical settings within the medical directorate 258; title: 75 Reengineering the medical directorate: a thematic overview 261; title: 8 Limits to Organizational Transformation: Explaining; title: Local Variation within a Change Programme 272; title: 81 Strengths and weaknesses of the reengineering programme 274; title: 82 Patient process redesign: organizational, behavioural,; title: and political dynamics 282; title: 9 Dynamics of Programmed Transformation; title: and Reproduction 314; title: 91 Introduction 314; title: 92 Related studies on change programmes within health care; title: organizations 317; title: 93 Reengineering and a theory of radical change 322; title: 94 Limits of authoritative change models in professional settings 330; title: 95 Stable sedimentation 333; title: 96 Sectoral diffusion 336; title: 97 Concluding remarks 338; title: 10 Process-Based Organizations in the UK Public Services?; title: Prospects for the Future 341; title: 101 Introduction 341; title: 102 The evolution of the UK NPM movement in the late 1990s 342; title: 103 Key changes since the mid-1990s: some evidence and; title: speculation 347; title: 104 Major statements of proclaimed policy in relation to the; title: organization and management of the public services 355; title: 105 Empirical observations from the case-study site 358; title: 106 Process-based models of organizing and the new public; title: management: contradictory rather than complementary? 360; title: 107 Final remarks and challenges for thefuture 362.