Through the use of a real case study within a major NHS hospital, this book attempts to address the idea of Process Transformation in the field of health care. The authors explore three interlined themes: the models and nature or organizational change; the implementation of Business Process Reengineering or BPR and the management of contemporary public sector organizations. Process Transformation reveals the major challenges of reorganization and provides knowledge and feedback on the impact of corporate change, impediments and enablers of lateral organizing structures and contradictions between functional and process principles for organizing.…mehr
Through the use of a real case study within a major NHS hospital, this book attempts to address the idea of Process Transformation in the field of health care. The authors explore three interlined themes: the models and nature or organizational change; the implementation of Business Process Reengineering or BPR and the management of contemporary public sector organizations. Process Transformation reveals the major challenges of reorganization and provides knowledge and feedback on the impact of corporate change, impediments and enablers of lateral organizing structures and contradictions between functional and process principles for organizing.
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).
Inhaltsangabe
* 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
* 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
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