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020725s2002 enka b 001 0 eng d |
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|a 0199240841 (hbk.)
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|a UKM
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|a RA412.5.G7
|b M39 2002
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| 082 |
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|2 21
|a 362.10684
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| 100 |
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|a McNulty, Terry
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|a Reengineering health care :
|b the complexities of organizational transformation /
|c Terry McNulty and Ewan Ferlie.
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|a Oxford :
|b Oxford University Press,
|c 2002.
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| 300 |
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|a xiv, 388 p. :
|b ill. ;
|c 24 cm.
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| 504 |
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|a Includes bibliographical references (p. [364]-376) and index.
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| 505 |
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|a 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.
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| 650 |
8 |
4 |
|a Health services administration
|z Great Britain
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| 650 |
8 |
4 |
|a Reengineering (Management)
|z Great Britain.
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| 650 |
8 |
4 |
|a Organizational change
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| 650 |
8 |
4 |
|a Human services
|x Management.
|z Great Britain
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| 650 |
8 |
4 |
|a Service industries
|x Management.
|z Great Britain
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| 700 |
1 |
4 |
|a Ferlie, Ewan,
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| 952 |
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|a GrThPMO
|b 59b0038e6c5ad17d7e5a8b79
|c 952a
|d 9528
|e RA412.5.G7M39 2002
|t 7
|x m
|z Books
|
