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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 Organizational Form and Process: The Old Shapes the New

Reengineering Organizational Form and Process: The Old Shapes the New

Chapter:
(p.241) 7 Reengineering Organizational Form and Process: The Old Shapes the New
Source:
Reengineering Health Care
Author(s):

Terry McNulty

Ewan Ferlie

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199269075.003.0007

This chapter concentrates on the relationship between reengineering and organizing arrangements within the hospital. The first half of the chapter further develops the argument that the choices and actions of managerial and other agents are mediated by the same cognitive and relational structures that these choices and actions collectively attempt to modify. The second half relates this argument with the reengineering within the largest clinical directorate in the hospital — the medical directorate. The chapter presents a brief history and context of the medical directorate and discusses the changes and new establishments that occurred in each phase. The reported effects of reengineering on such aspects as gastroenterology, emergency medicine, cardiovascular services and the like are summarized to view the degree of the specific impacts made. The organization of clinical work within the medical directorate displayed important elements of stability.

Keywords:   cognitive structures, relational structures, hospital arrangements, medical directorate, stability

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