MARC record from Internet Archive

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008 920629s1992 enka b 001 0 eng
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050 00 $aRA412.5.G7$bP48 1992
050 14 $aHD58.8$b.P495 1992
055 3 $aHD58.8$b.P47 1992
060 00 $a1994 E-237
060 10 $aWA 540 FA1$bP41s 1992
080 $a362.106
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100 1 $aPettigrew, Andrew M.
245 10 $aShaping strategic change :$bmaking change in large organizations : the case of the National Health Service /$cAndrew Pettigrew, Ewan Ferlie, Lorna McKee.
260 $aLondon ;$aNewbury Park :$bSage Publications,$c1992.
300 $ax, 326 pages :$billustrations ;$c24 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references (pages 304-318) and index.
520 $aIn this major analysis of the processes and management of strategic change, Pettigrew, Ferlie and McKee develop a new model centred on receptive and non-receptive contexts for change. Both a powerful analytic device and a broad agenda for management practice, the model outlines key features of internal and external context and action to account for success or failure in change efforts, and for differences in the rate and pace of change. The authors consider the role and impact of such factors as environmental pressures for change; the quality and clarity of change goals and strategies; organizational cultures and inter-organizational relations supportive of change; availability of key people to lead change; and capability in managing change processes - turning 'problems and panics' into sustainable action. Underpinning the model is an extraordinarily rich and multilayered analysis which draws and builds on the authors' research in the British National Health Service during a period of dramatic restructuring. Pettigrew and his colleagues use the case material to look at different ends of strategic change - from strategic response to unanticipated crisis, to rationalization and retrenchment, to major growth and the creation of new organizations. They compare and contrast successful with less successful change efforts. They show how the facilitating factors they identify must interconnect to create the directed energy that shapes effective change. Shaping Strategic Change will be indispensable reading for managers in private or public sector organizations and for all those studying strategic management, organizational change and public management.
650 0 $aNational health services$zGreat Britain.
650 0 $aHealth services administration$zGreat Britain$vCase studies.
650 0 $aOrganizational change$zGreat Britain$vCase studies.
650 0 $aStrategic planning$zGreat Britain$vCase studies.
650 12 $aPublic Health Administration.
650 12 $aHealth Planning.
650 22 $aState Medicine.
650 22 $aOrganizational Innovation.
651 2 $aUnited Kingdom.
610 26 $aNational Health Service (Grande-Bretagne)
650 6 $aChangement organisationnel$zGrande-Bretagne.
650 6 $aSanté, Services de$xAdministration$zGrande-Bretagne.
650 7 $a85.10 strategic management.$0(NL-LeOCL)077607511$2bcl
650 7 $aHealth services administration.$2fast$0(OCoLC)fst00953286
650 7 $aNational health services.$2fast$0(OCoLC)fst01033565
650 7 $aOrganizational change.$2fast$0(OCoLC)fst01047828
650 7 $aStrategic planning.$2fast$0(OCoLC)fst01134371
651 7 $aGreat Britain.$2fast$0(OCoLC)fst01204623
610 27 $aNational Health Service$2gnd
650 7 $aManagement$2gnd
650 7 $aOrganisationswandel$2gnd
650 7 $aStrategische Planung$2gnd
650 7 $aÖffentliches Unternehmen$2gnd
651 7 $aGroßbritannien$2gnd
650 17 $aOrganisatieverandering.$2gtt
650 17 $aNational Health Service.$2gtt
650 17 $aGezondheidszorg.$2gtt
650 17 $aOverheidsbeleid.$2gtt
650 7 $aServices de santé$xAdministration$zGrande-Bretagne$xCas, Études de.$2ram
650 7 $aSanté publique$xAdministration$zGrande-Bretagne.$2ram
650 7 $aSanté publique$xPlanification.$2ram
650 27 $aServices nationaux de santé.$2ram
650 7 $aChangement organisationnel$zGrande-Bretagne$xCas, Études de.$2ram
650 7 $aSécurité sociale$zGrande-Bretagne$xAdministration.$2ram
653 0 $aHealth services$aManagement
653 0 $aGreat Britain
655 4 $aFallstudiensammlung.
655 7 $aCase studies.$2fast$0(OCoLC)fst01423765
700 1 $aFerlie, Ewan,$d1956-
700 1 $aMcKee, Lorna.
856 41 $3Table of contents$uhttp://www.gbv.de/dms/hbz/toc/ht004339460.PDF
856 41 $3Table of contents$uhttp://digitool.hbz-nrw.de:1801/webclient/DeliveryManager?pid=1534435&custom_att_2=simple_viewer
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