Jump to ContentJump to Main Navigation
Reengineering Health CareThe Complexities of Organizational Transformation$
Users without a subscription are not able to see the full content.

Terry McNulty and Ewan Ferlie

Print publication date: 2004

Print ISBN-13: 9780199269075

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199269075.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2020. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 20 January 2020

Process-Based Organizations in the UK Public Services? Prospects for the Future

Process-Based Organizations in the UK Public Services? Prospects for the Future

Chapter:
(p.341) 10 Process-Based Organizations in the UK Public Services? Prospects for the Future
Source:
Reengineering Health Care
Author(s):

Terry McNulty

Ewan Ferlie

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199269075.003.0010

This chapter discusses whether process-based organization and the notion of New Public Management (NPM) complement or contradict each other. We re-visit the earlier analysis of the UK NPM and consider its implications for the emerging Labour government for the organization and management of UK public services. With this, we analyse how the process-based model of organization complies with the features of current public service organizations. The chapter describes how the UK NPM movement evolved in the late 1990s and draws attention to the issues that came out during this period by presenting the four subtypes of the NPM. This chapter concludes that there is a tension between the process and functional principles in organizing. Thus, we see how reengineers were not able to establish a set of core processes to facilitate corporate change. This particular case of BPR brought about change but not organizational transformation.

Keywords:   change, organizational transformation, New Public Management, public service organizations

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .