Reengineering Health Care: The Complexities of Organizational Transformation

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Terry McNulty (, Leeds University Business School) Ewan Ferlie (, Professor of Management and Head of Department at the School of Management, Royal Holloway, University of London)

Reengineering Health Care

The Complexities of Organizational Transformation

Terry McNulty (, Leeds University Business School), Ewan Ferlie (, Professor of Management and Head of Department at the School of Management, Royal Holloway, University of London)

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English

Oxford University Press
01 February 2004

Business strategy; Management & management techniques; Public ownership & nationalisation; Health systems & services

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.

By: Terry McNulty ( Leeds University Business School), Ewan Ferlie (, Professor of Management and Head of Department at the School of Management, Royal Holloway, University of London)
Imprint: Oxford University Press
Country of Publication: United Kingdom
Dimensions: Height: 234mm, Width: 157mm, Spine: 21mm
Weight: 601g
ISBN: 9780199269075
ISBN 10: 0199269076
Pages: 404
Publication Date: 01 February 2004
Audience: Professional and scholarly , Undergraduate
Format: Paperback
Publisher's Status: Active

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

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).

Reviews for Reengineering Health Care: The Complexities of Organizational Transformation

Winner of the British Association of Medical Managers Medical Management Book of the Year Award 2004 This book provides a cautionary tale about the need to be wary of dramatic organizational change efforts esposed by management consultants that may promise too much too fast. Kathleen Montgomery, University of California