Analysing Health Care Organizations links the world of health policy and management with the academic field of organization studies in a novel way, exploring the main developments in UK health care management the last thirty years through the application of organizational theories and perspectives.
Analysing Health Care Organizations links the world of health policy and management with the academic field of organization studies in a novel way, exploring the main developments in UK health care management the last thirty years through the application of organizational theories and perspectives.
Ewan Ferlie is Professor of Public Services Management and Head of the Department of Management at King's College London, UK.
Inhaltsangabe
1. Introduction and Rationale 2. Professional Dominance Theory Restated 3. The Shock of the New Public Management: UK Health Care Organizations Transformed? 4. Network Governance Reforms: A Post NPM Reform Narrative? 5. Governmentality and Health Care Organizations 6. Organizational Development and the Diffusion of Innovations 7. The New Institutionalism and the Analysis of Health Care Fields 8. Change Management Knowledge in Health Care Organizations - Analysing a Knowledge Production System 9. Knowledge and Knowledge Mobilization in Health Care Organizations 10. Professionalism and Managerialism Revisited: On 'Getting Doctors into Management' 11. Concluding Remarks
1. Introduction and Rationale 2. Professional Dominance Theory Restated 3. The Shock of the New Public Management: UK Health Care Organizations Transformed? 4. Network Governance Reforms: A Post NPM Reform Narrative? 5. Governmentality and Health Care Organizations 6. Organizational Development and the Diffusion of Innovations 7. The New Institutionalism and the Analysis of Health Care Fields 8. Change Management Knowledge in Health Care Organizations - Analysing a Knowledge Production System 9. Knowledge and Knowledge Mobilization in Health Care Organizations 10. Professionalism and Managerialism Revisited: On 'Getting Doctors into Management' 11. Concluding Remarks
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