Enhanced descriptions from Syndetics:

Organizations are being urged to experiment with new structures and processes. A 'process perspective' on organizing is emerging as a major challenge to 'functional' principles of organizing established during the last century. Business process reengineering is one exemplar of process thinkingthat has received great attention amongst organizational theorists and practitioners. This in-depth account of business process reengineering within a major NHS hospital is an important contribution to the very limited stock of empirical knowledge about new organizational forms, especially in thepublic sector.The book combines empirical data gathered through an intensive, comparative case study method with strategic choice and neo-institutional theories to analyse the changing context of public organizations, importation of models of organizing from private to public organizations, and dynamics of publicsector transformation. The outcomes of the change programme add to our more general organizational knowledge about (a) the impact of corporate change programmes, particularly in professionalized and public sector settings, (b) impediments and enablers of lateral organizing structures and processes,and (c) contradictions within the New Public Management between functional and process principles for organizing.

Table of contents provided by Syndetics

• List of Tables
• List of Figures
• List of Appendices
• Abbreviations
• 1 Introduction and Key Themes
• 2 Understanding Business Process Reengineering as Planned Organizational Transformation
• 3 Process Redesign and Changing Contexts of Health Care
• 4 Organizational Process Research: Research Style and Methods
• 5 Reengineering as Strategic Choice and Change
• 6 Patient Process Reengineering: Six Case Studies
• 7 Reengineering Organizational Form and Process: The Old Shapes the New
• 8 Limits to Organzational Transformation: Explaining Local Variation within a Change Programme
• 9 Dynamics of Programmed Transformation and Reproduction
• 0 Process-Based Organizations in the UK Public Services?
• Prospects for the Future
• Referencs
• Index

Author notes provided by Syndetics

Terry McNulty is Senior Lecturer in Organization Behaviour at Leeds University Business School. Previously he was a senior research fellow at Warwick Business School. He has also worked in the National Health Service and for the Institute of Health Services Management. His teaching andresearch cover processes of organizing and change in public and private sector organizations. His research has been published in leading practitioner and scholarly journals including Organisation Studies, European Journal of Work and Organisational Psychology, Journal of Management Studies, HumanRelations, and Corporate Governance. Ewan Ferlie is Professor of Management and Head of Department at the School of Management, Royal Holloway, University of London. Prior to this he was Director of Research and Professor of Public Services Management at Imperial College Management School, and hasheld research posts at the Personal Social Services Research Unit, University of Kent at Canterbury, and was Deputy Director of the Centre for Corporate Strategy and Change at Warwick Business School. He has also been a Non Executive Member on Warwickshire Health Authority (1993-6).