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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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Reengineering as Strategic Choice and Change

Reengineering as Strategic Choice and Change

Chapter:
(p.114) 5 Reengineering as Strategic Choice and Change
Source:
Reengineering Health Care
Author(s):

Terry McNulty

Ewan Ferlie

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199269075.003.0005

This chapter contains a descriptive and analytical overview of the reengineering intervention at the Leicester Royal Infirmary (LRI) during the period between 1992 and 1998. This chapter and the succeeding chapters will attempt to answer these questions: why did LRI embark upon reengineering? How did reengineering intervention come about? How was the reengineering intervention organized and managed? What methodologies were used to reengineer the hospital? The last portion of this chapter differentiates the intended strategy that was radical and transformatory in ambition, method, and organization, from the realized strategy of reengineering. This particular reengineering program was modified in such a way that it would suit the functional organization principles strengthened by the existing patterns of specialties and clinical directorates. The chapter provides a brief history and structure of how these concepts were applied and affected the hospital.

Keywords:   Leicester Royal Infirmary, reengineering intervention, reengineering management, reengineering organization, transformatory strategy, history, structure

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