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Leadership processes for re-engineering changes to the health care industry

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dc.contributor.authorGuo, Kristina L.-
dc.description.abstractAs 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.en_US
dc.format.extent12 pagesen_US
dc.publisherEmerald Group Publishing, Limiteden_US
dc.rightsThis article is © Emerald Group Publishing and permission has been granted for this version to appear here https:// 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.en_US
dc.subject.lcshMedical Care - United Statesen_US
dc.subject.lcshReengineering (Management)en_US
dc.subject.lcshIntegrated delivery of health careen_US
dc.titleLeadership processes for re-engineering changes to the health care industryen_US
Appears in Collections:Guo, Kristina L.

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