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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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Limits to Organizational Transformation: Explaining Local Variation within a Change Programme

Limits to Organizational Transformation: Explaining Local Variation within a Change Programme

Chapter:
(p.272) 8 Limits to Organizational Transformation: Explaining Local Variation within a Change Programme
Source:
Reengineering Health Care
Author(s):

Terry McNulty

Ewan Ferlie

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199269075.003.0008

As evidence in the preceding chapter suggests that reengineering brought about change in the organization of the hospital and in the provision of services, it did not have the anticipated transformational effect when assessed in reference to quantitative measures and the other qualitative measures used in the analysis. A crucial indicator of transformation used in the model is the general change in the organization. However, there are observed discrepancies on the rate and pace of reengineering across various clinical and managerial units in the hospital. The strengths and weaknesses of the reengineering programme were assessed through analysing ambition, the reengineering laboratories inside and outside LRI, the involvement of middle managers, and the use of management consultants. The chapter also presents and assesses the variation of the dynamics of the patient process redesign.

Keywords:   variation, patient process redesign, quantitative measures, reengineering programme, qualitative measures

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