| Description |
x, 326 pages : illustrations ; 24 cm |
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text txt rdacontent |
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unmediated n rdamedia |
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volume nc rdacarrier |
| Bibliography |
Includes bibliographical references (pages 304-318) and index. |
| Summary |
In this major analysis of the processes and management of strategic change, Pettigrew, Ferlie and McKee develop a new model centred on receptive and non-receptive contexts for change. Both a powerful analytic device and a broad agenda for management practice, the model outlines key features of internal and external context and action to account for success or failure in change efforts, and for differences in the rate and pace of change. The authors consider the role and impact of such factors as environmental pressures for change; the quality and clarity of change goals and strategies; organizational cultures and inter-organizational relations supportive of change; availability of key people to lead change; and capability in managing change processes - turning 'problems and panics' into sustainable action. Underpinning the model is an extraordinarily rich and multilayered analysis which draws and builds on the authors' research in the British National Health Service during a period of dramatic restructuring. Pettigrew and his colleagues use the case material to look at different ends of strategic change - from strategic response to unanticipated crisis, to rationalization and retrenchment, to major growth and the creation of new organizations. They compare and contrast successful with less successful change efforts. They show how the facilitating factors they identify must interconnect to create the directed energy that shapes effective change. Shaping Strategic Change will be indispensable reading for managers in private or public sector organizations and for all those studying strategic management, organizational change and public management. |
| Contents |
1. Introduction -- 2. Understanding the Process of Organizational Change -- Analysing change processes in context -- Understanding public sector management -- Some other perspectives -- research framework -- 3. Top-down Restructuring: NHS General Management as an Institutional Reform -- introduction of general management -- Reforms as administrative rhetoric: some historical evidence -- Administrative reforms as rhetoric: some theoretical considerations -- new order: has the British political economy been turned upside down? -- Understanding change in the NHS -- Restructuring health care organizations: continuity or change? -- General management -- what is it for? -- Assessing the impact of the Griffiths Report -- Implications for research into the management of change -- 4. Managing Retrenchment: Rationalization and Redevelopment in the Acute Sector -- Literature review: organizational decline, death and cutback management -- Conflict without change: some particular problems in Inner London -- Paddington and North Kensington: an early mover -- Bloomsbury: a laggard -- Cutback management: conclusions -- 5. Managing Uncertainty and Crisis: The Case of HIV/AIDS -- Some organizational and managerial aspects of the HIV/AIDS epidemic -- Paddington/Parkside: a flying start falters -- Bloomsbury: a benign micro-climate emerges and is in part created -- Comparative case analysis -- Managing crisis, uncertainty and growth: conclusions -- 6. Managing Major Change: Psychiatric Services -- Analytical themes and organizational framework -- Rainhill Hospital: an action orientation is adopted -- Whittingham Hospital: the search for legitimacy -- Management of closure: the two cases compared -- Closing hospitals: conclusions -- 7. Some Aspects of Success: Mental Handicap Services -- Context and concepts -- Huddersfield district: a pragmatic approach -- Mid Downs: retaining a sense of priority |
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Positive change: the two cases compared -- Creating change in a change-resistant context: conclusions -- 8. Creation of New Organizations: Building the District General Hospital -- What is the problem? A range of diagnoses -- birth and early development of organizations: the literature -- Medicine and management -- Some implications of the literature review for the case studies -- Milton Keynes: a vision fades -- Bromsgrove and Redditch: a clinical product champion -- Preston: clawing back the overspend -- Developing new organizations: conclusions -- 9. Receptive and Non-receptive Contexts for Change -- Receptive contexts for change -- Receptivity and change in the NHS: the eight factors -- Some implications of the findings. Appendix: Research Aims and Methodology. |
| Subject |
National health services -- Great Britain.
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Health services administration -- Great Britain -- Case studies.
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Organizational change -- Great Britain -- Case studies.
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Strategic planning -- Great Britain -- Case studies.
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Public health administration.
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Health planning.
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National health services.
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Organizational change.
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Organizational change -- Great Britain.
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Health services administration -- Great Britain.
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Health services administration. (OCoLC)fst00953286
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National health services. (OCoLC)fst01033565
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Organizational change. (OCoLC)fst01047828
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Strategic planning. (OCoLC)fst01134371
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Great Britain. (OCoLC)fst01204623
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| Genre/Form |
Case studies. (OCoLC)fst01423765
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| Added Author |
Ferlie, Ewan, 1956-
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McKee, Lorna.
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| ISBN |
0803987781 |
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9780803987784 |
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080398779X (pbk.) |
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9780803987791 (pbk.) |
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