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Leadership processes for re-engineering changes to the health care industry
|Title:||Leadership processes for re-engineering changes to the health care industry|
|Authors:||Guo, Kristina L.|
|LC Subject Headings:||Medical Care - United States|
Integrated delivery of health care
|Publisher:||Emerald Group Publishing, Limited|
|Abstract:||As health care organizations seek innovative ways to change financing and delivery mechanisms due to escalated health care costs and increased competition, drastic changes are being sought m the form of re-engineering. This study discusses the Wader’s role of re-engineering in health care. It specifically addresses the reasons for failures in re-engineering and argues that success depends on senior level leaders playing a critical role. Existing studies lack comprehensiveness in establishing models of re-engineering and. management guidelines. This research focuses on integrating re-engineering and leadership processes in health care by creating a step-by-step model Particularly, it illustrates the four Es: Examination, Establishment, Execution and Evaluation, as a comprehensive re-engineering process that combines managerial roles and activities to result in successfully changed and reengineered health care organizations.|
|Rights:||This article is © Emerald Group Publishing and permission has been granted for this version to appear here https://
dspace.lib.hawaii.edu/handle/10790/2971. Emerald does not grant permission for this article to be further copied/distributed
or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
|Appears in Collections:||
Guo, Kristina L.|
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