Does restructuring health care delivery improve patient care?
After Restructuring examines nine hospital systems as they go
through the process of restructuring and reports on the most
effective strategies and practices for making organizational change
within hospitals and other health care organizations.
The practical strategies presented in this much-needed book are
based on solid qualitative research, case study methodology, and
organizational theory. After Restructuring shows what actually
happens in health care institutions that have restructured their
clinical operations and offers valuable information on how to
strategically plan and manage the effects of change on patient
care, nursing, and the culture of the organization.
In clear and accessible terms, the book introduces a framework
for understanding organizational transformation and defines the
principles that guide health care change agents through the five
stages of changereadiness to change, awareness of the need to
change, identification and selection of changes, implementation,
and institutionalization of changes. To aid organizations currently
undertakingor considering this challenging process, the book is
filled with specific, illustrative examples from the real life case
studies.
The book is based on an extensive study conducted by a team of
health services researchers led by Thomas Rundall, director of the
Center for Health Management Studies at the University of
California, Berkeley. The study surveyed nine hospital systems in
urban, rural, and suburban regions that received Robert Wood
Johnson Foundation grants and Pew Charitable Trust funding to
restructure their patient processes. The standardsderived from the
experiences of these hospitals lay the foundation for important
best practices guidelines.
At the very heart of the authors transformational process is the
introduction of the innovative concept bounding of empowerment--the
strategy of focusing the work of empowered employees on activities
that improve organizational performance. The authors explain how
implementing this successful strategy can raise a hospitals overall
level of effectiveness. The book also identifies specific
strategies used by staff members to transform a hospitals
hierarchical culture to become a cohesive and effective group
culture. In addition, the book reveals how to implement the
appropriate organizational changes that will address the unique
needs of an individual hospital or health care institution.
Improving Patient Care Through Effective Managed Change
Is your health care organization undertakingor
consideringrestructuring?
This book puts you on the front lines as it examines nine hospital
systems as they attempt to redesign operations, reduce costs, and
enhance patient care. Step by step, After Restructuring maps the
best strategies used by these health care executives as they
successfully restructured their institutions. After Restructuring
shows how you can apply these same winning principles to
successfully transform your institution.
"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 of California
DistinguishedProfessor of Health Policy and Management, professor
of Organization Behavior, School of Public Health, University of
California, Berkeley
"Unusual in its sensitivity to clinical and managerial agendas,
this book demonstrates how hospital re-engineering principles can
empower caregivers to improve hospital performance. Anyone hoping
to change hospitals, or expecting to be affected by hospital
changes, should read this book."Linda H. Aiken, director, Center
for Health Services and Policy Research, University of
Pennsylvania
"I would recommend this pathbreaking book to any health care
executive, manager, physician, nurse, and anyone who is working to
improve the performance of health care organizations."Mary A.
Pittman, president, Health Research and Educational Trust
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