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catalog contributor b12963358.
catalog contributor b12963359.
catalog created "2002.".
catalog date "2002".
catalog date "2002.".
catalog dateCopyrighted "2002.".
catalog description "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 -- ".
catalog description "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 -- ".
catalog description "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 -- ".
catalog description "Includes bibliographical references (p. [364]-376) and index.".
catalog description "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 -- ".
catalog description "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.".
catalog extent "xiv, 388 p. :".
catalog identifier "0199240841".
catalog issued "2002".
catalog issued "2002.".
catalog language "eng".
catalog publisher "Oxford : New York : Oxford University Press,".
catalog spatial "Great Britain".
catalog spatial "Great Britain.".
catalog subject "2002 E-804".
catalog subject "362.10684 21".
catalog subject "Health Services Administration Great Britain.".
catalog subject "Health services administration Great Britain Case studies.".
catalog subject "Hospital Restructuring organization & administration Great Britain.".
catalog subject "Human services Great Britain Management.".
catalog subject "Organizational Case Studies organization & administration Great Britain.".
catalog subject "Organizational Innovation Great Britain.".
catalog subject "Organizational change.".
catalog subject "RA412.5.G7 M39 2002".
catalog subject "Reengineering (Management) Great Britain.".
catalog subject "Service industries Great Britain Management.".
catalog subject "WX 150 M481r 2002".
catalog tableOfContents "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 -- ".
catalog tableOfContents "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 -- ".
catalog tableOfContents "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 -- ".
catalog tableOfContents "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 -- ".
catalog tableOfContents "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.".
catalog title "Reengineering health care : the complexities of organizational transformation / Terry McNulty and Ewan Ferlie.".
catalog type "Case studies. fast".
catalog type "text".