The Effects of Reengineering: Fad or Competitive Factor?

Walston, Stephen L.; Bogue, Richard J

doi:10.1097/00115514-199911000-00009

Cited by 31 publications

(27 citation statements)

References 15 publications

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“…Managerial practice has often been criticized for being influenced by fads and fashions that are adopted overenthusiastically, implemented inadequately, then discarded prematurely in favor of the latest trend (Abrahamson 1996;Walston and Bogue 1999;Staw and Epstein 2000). However, it is also true that some promising managerial innovations are very slow to spread, and underuse can be observed (Christensen, Bohmer, and Kenagy 2000).…”

Section: Evidence-based Management: a Slower Startmentioning

confidence: 99%

Evidence‐based Management: From Theory to Practice in Health Care

2001

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The rise of evidence‐based clinical practice in health care has caused some people to start questioning how health care managers and policymakers make decisions, and what role evidence plays in the process. Though managers and policymakers have been quick to encourage clinicians to adopt an evidence‐based approach, they have been slower to apply the same ideas to their own practice. Yet, there is evidence that the same problems (of the underuse of effective interventions and the overuse of ineffective ones) are as widespread in health care management as they are in clinical practice. Because there are important differences between the culture, research base, and decision‐making processes of clinicians and managers, the ideas of evidence‐based practice, while relevant, need to be translated for management rather than simply transferred. The experience of the Center for Health Management Research (CHMR) is used to explore how to bring managers and researchers together and promote the use of evidence in managerial decision‐making. However, health care funders, health care organizations, research funders, and academic centers need wider and more concerted action to promote the development of evidence‐based managerial practice.

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Section: Evidence-based Management: a Slower Startmentioning

confidence: 99%

Evidence‐based Management: From Theory to Practice in Health Care

2001

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“…As a result, reengineering usually includes a focus on reducing the number of functional categories or departments in an organization, thereby reducing the number of 'hand-offs' of products or patients between different functions or departments. Decentralizing authority, cross-training of employees, and department and product aggregation are among the means used for creating more interdependence among staff and the tasks they perform (Walston and Bogue, 1999). …”

Section: Reengineeringmentioning

confidence: 99%

Applying business management models in health care

Trisolini

2002

Health Planning & Management

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Most health care management training programmes and textbooks focus on only one or two models or conceptual frameworks, but the increasing complexity of health care organizations and their environments worldwide means that a broader perspective is needed. This paper reviews five management models developed for business organizations and analyses issues related to their application in health care. Three older, more 'traditional' models are first presented. These include the functional areas model, the tasks model and the roles model. Each is shown to provide a valuable perspective, but to have limitations if used in isolation. Two newer, more 'innovative' models are next discussed. These include total quality management (TQM) and reengineering. They have shown potential for enabling dramatic improvements in quality and cost, but have also been found to be more difficult to implement. A series of 'lessons learned' are presented to illustrate key success factors for applying them in health care organizations. In sum, each of the five models is shown to provide a useful perspective for health care management. Health care managers should gain experience and training with a broader set of business management models.

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“…Such management techniques Case Study: Organizational Realignment 13 have over the years included management by objectives, quality circles, continuous quality improvement, total quality management, and reengineering. (Meisenheimer, 1997, Walston & Bogue, 1999 Quality management can be thought of as an overarching term comprising quality assessment, quality improvement, and reengineering. Quality assessment is the traditional core of monitoring and evaluation through structure, process, and outcome measures.…”

Section: Literature Reviewmentioning

confidence: 99%

“…A number of recent articles and text chapters are devoted to the subject of business process reengineering (BPR) efforts in health care organizations. (Carmichael, 1994, Davis et al, 1996, Foerster, 1994, Kohn, 1994, Miller, 1995, Cochrane, 1995, Marsh, Guanciale & Simon, 1995, Stickler, 1996, Cathcart, 1997, Guillett, 1998, Ho, Chan, & Kidwell, 1999, Neuman, Malloch, & Ruetten, 1999, and Walston & Bogue, 1999 Kohn (1994) and Cochrane (1995) go so far as to instruct that market pressures in health care leave the industry with little choice but to view BPR as an ongoing, continuous process of operational change.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In a 1997 nationwide American Hospital Association survey (of U.S. nonspecialty, shortterm acute care hospitals with more than 100 beds-in-service and located in an urban Case Study: Organizational Realignment 17 setting), Walston & Bogue (1999) found hospitals can improve their competitive position through reengineering, but only with proper leadership, structure, and process. Although their results revealed no statistically significant evidence of widespread improvements in cost competitiveness as a result of reengineering, there clearly was a noticeably improved cost position for an outlying group of hospitals two years after reengineering.…”

Section: Successful Reengineering Efforts Have Certain Elements In Comentioning

confidence: 99%

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