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Synopsis
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.
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About the Author
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 Director of Research and Professor of Public Services Management at Imperial College Management School where he has been since 1997. Prior to this he 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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Reengineering Health Care
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Condition: New. 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. Num Pages: 402 pages, 7 figures; 2 tables. BIC Classification: KJC; KJM; KJVN; MBP. Category: (P) Professional & Vocational. Dimension: 241 x 163 x 26. Weight in Grams: 704. . 2002. Hardback. . . . . Seller Inventory # V9780199240845
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Reengineering Health Care (Hardcover)
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Hardcover. Condition: new. Hardcover. 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 animportant contribution to the very limited stock of empirical knowledge about new organizational forms, especially in the public sector.The book combines empirical data gatheredthrough 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) impedimentsand enablers of lateral organizing structures and processes, and (c) contradictions within the New Public Management between functional and process principles for organizing. 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. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability. Seller Inventory # 9780199240845
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Reengineering Health Care : The Complexities of Organizational Transformation
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Reengineering Health Care: The Complexities of Organizational Transformation (eng)
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Condition: New. 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. Num Pages: 402 pages, 7 figures; 2 tables. BIC Classification: KJC; KJM; KJVN; MBP. Category: (P) Professional & Vocational. Dimension: 241 x 163 x 26. Weight in Grams: 704. . 2002. Hardback. . . . . Books ship from the US and Ireland. Seller Inventory # V9780199240845
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Reengineering Health Care : The Complexities of Organizational Transformation
Published by
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ISBN 10: 0199240841
ISBN 13: 9780199240845
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Reengineering Health Care (Hardcover)
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ISBN 10: 0199240841
ISBN 13: 9780199240845
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Hardcover. Condition: new. Hardcover. 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 animportant contribution to the very limited stock of empirical knowledge about new organizational forms, especially in the public sector.The book combines empirical data gatheredthrough 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) impedimentsand enablers of lateral organizing structures and processes, and (c) contradictions within the New Public Management between functional and process principles for organizing. 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. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability. Seller Inventory # 9780199240845