Shaping strategic change : making change in large organizations : the case of the National Health Service

목차 (Table of Contents)

• CONTENTS
• Acknowledgements = ⅶ
• Abbreviations = ⅸ
• 1 Introduction = 1
• 2 Understanding the Process of Organizational Change = 5
• Analysing change processes in context = 6
• Understanding public sector management = 9
• Some other perspectives = 13
• A research framework = 27
• 3 Top-down Restructuring NHS General Management as an Institutional Reform = 31
• The introduction of general management = 32
• Reforms as administrative rhetoric: some historical evidence = 35
• Administrative reforms as rhetoric: some theoretical considerations = 38
• A new order: has the British political economy been turned upside down? = 42
• Understanding change in the NHS = 45
• Restructuring health care organizations: continuity or change? = 46
• General management - what is it for? = 50
• Assessing the impact of the Griffiths Report = 53
• Implications for research into the management of change = 58
• 4 Managing Retrenchment Rationalization and Redevelopment in the Acute Sector = 61
• Literature review: organizational decline, death and cutback management = 62
• Conflict without change: some particular problems in Inner London = 71
• Paddington and North Kensington: an early mover = 73
• Bloomsbury: a laggard = 84
• Cutback management: conclusions = 97
• 5 Managing Uncertainty and Crisis The Case of HIV／AIDS = 104
• Some organizational and managerial aspects of the HIV／AIDS epidemic = 104
• Paddington／Parkside: a flying start falters = 112
• Bloomsbury: a benign micro-climate emerges and is in part created = 122
• Comparative case analysis = 137
• Managing crisis, uncertainty and growth: conclusions = 140
• 6 Managing Major Change Psychiatric Services = 145
• Analytical themes and organizational framework = 145
• Rainhill Hospital: an action orientation is adopted = 154
• Whittingham Hospital: the search for legitimacy = 164
• Management of closure: the two cases compared = 171
• Closing hospitals: conclusions = 183
• 7 Some Aspects of Success Mental Handicap Services = 183
• Context and concepts = 186
• Huddersfield district: a pragmatic approach = 192
• Mid Downs: retaining a sense of priority = 202
• Positive change: the two cases compared = 211
• Creating change in a change-resistant context: conclusions = 222
• 8 The Creation of New Organizations Building the District General Hospital = 224
• What is the problem? A range of diagnoses = 225
• The birth and early development of organizations: the literature = 231
• Medicine and management = 235
• Some implications of the literature review for the case studies = 236
• Milton Keynes: a vision fades = 237
• Bromsgrove and Redditch: a clinical product champion = 247
• Preston: clawing back the overspend = 254
• Developing new organizations: conclusions = 261
• 9 Receptive and Non-receptive Contexts for Change = 267
• Receptive contexts for change = 268
• Receptivity and change in the NHS: the eight factors = 275
• Some implications of the findings = 287
• Appendix Research Aims and Methodology = 300
• References = 304
• Index = 319