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Reengineering Health CareThe Complexities of Organizational Transformation$
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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

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

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

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

Terry McNulty

Ewan Ferlie

Oxford University Press

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

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