After Restructuring: Empowerment Strategies at Work in America's Hospitals
Wiley, Sep 30, 1998 - Health & Fitness - 296 pages
An in depth treatment of organizational change in hospitals. After Restructuring provides a mother-lode of insights and lessons that will be mined for years. A must read for all those committed to improving hospital performance in a radically changing health care system.
--Stephen M. Shortell, Blue Cross distinguished professor of health policy and management professor of organization behavior, School of Public Health, University of California, Berkeley
After Restructuring debunks the myths surrounding hospital change and offers insightful and practical recommAndations for successful restructuring. This valuable book is based on the work of a team of health services researchers headed up by Thomas Rundall, director of the Center for Health Management Studies at the University of California, Berkeley. The book reports the results of a three year study of nine hospitals, an unaffiliated group of facilities in urban, rural, and suburban regions that received funding from The Robert Wood Johnson Foundation and the Pew Charitable Trust to restructure patient care processes.
The authors present a framework for understanding organizational change and define the principles that guide change facilitators through the five stages of change--readiness to change, awareness of the need to change, identification and selection of changes, implementation, and institutionalization of changes. The standards derived from the change experiences of these hospitals provide important best practice guidelines.
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1 The Process of Change 58
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Abbott Northwestern Hospital achieve Ackoff administrative Arlington Municipal Beth Israel Hospital change initiative change process clinical nurse specialists collaborative consortium continuum coordinator costs created culture change DCGH decision effective employees empowered empowerment environment Epicenter evaluation external facilitators focus ganizational goals grant activities Health Bond hospital's Hospitals of Cleveland hospitalwide identified Immanuel-St implemented important included Institutionalization integrated Judy Spinella leaders leadership length of stay ment mission nursing staff nursing units organization organizational change organizational culture participation paths patient care process Pew Charitable Trusts physicians pital primary nursing process changes project director quality improvement redesign regional registered nurse restructuring role Rural Connection shared governance SHN grant SHN hospitals SHN program SHN project strategy Strengthening Hospital Nursing structure successful tient tion types of changes University Hospitals University of Utah Vanderbilt Vanderbilt University Hospital vision