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The Sustainability and Spread of Organizational Change: Modernizing Healthcare
Contributor(s): Buchanan, David A. (Editor), Fitzgerald, Louise (Editor), Ketley, Diane (Editor)
ISBN: 0415370957     ISBN-13: 9780415370950
Publisher: Routledge
OUR PRICE:   $66.45  
Product Type: Paperback - Other Formats
Published: December 2006
Qty:
Annotation:

An exciting and important addition to organizational change and health care management literature, this topical book presents academically rigorous theory and a unique assessment of NHS change processes.
Influenced by implementation methods, and also by the wider context, organization political issues and the nature of the changes themselves, the changes under consideration in this book are mostly large-scale, major, systemic, transformational, and strategic in their substance and intent. Some of the smaller-scale change processes explored here are significant as contributing elements to the wider strategic agenda. Structured in three distinct parts, this book investigates: context, experience, and implications.
Though process-based explorations of change have a reputation for confirming complexity, while omitting to generate practical advice, in this book, each chapter uses up-to-the-minute research and practical applications of theory to provide readers with a balanced and practical approach while retaining a high standard of academic rigor making this an ideal text for students, researchers and practitioners in the fields of healthcare, public management and organizational behavior.
Additional Information
BISAC Categories:
- Business & Economics | Organizational Behavior
- Medical | Health Care Delivery
- Business & Economics | Management - General
Dewey: 362.109
LCCN: 2006014688
Series: Understanding Organizational Change
Physical Information: 0.8" H x 6.07" W x 9.25" (1.11 lbs) 336 pages
 
Descriptions, Reviews, Etc.
Publisher Description:

This important book examines issues affecting the sustainability and spread of new working practices. The question of why good ideas do not spread, 'the best practices puzzle', has been widely recognized. But the 'improvement evaporation effect', where successful changes are discontinued, has attracted less attention. Keeping things the way they are has been seen as an organizational problem to be resolved, not a condition to be achieved. This is one of the first major studies of the sustainability of change focusing on the example of the NHS, by a unique team of health service and academic researchers. The findings may apply to a variety of other settings.

The agenda set out in 2000 in The NHS Plan is perhaps the largest organization development programme ever undertaken, in any sector, anywhere. The NHS thus offers a valuable 'living laboratory' for the study of change. This text shows that sustainability and spread are influenced by a range of issues - contextual, managerial, political, individual, and temporal. Developing a processual perspective, this fresh analysis considers policy implications, and strategies for managing sustainability and spread. This book will be essential reading for students, managers, and researchers concerned with the effective implementation of organizational change.