Glasgow Health Service goes through the pain barrier Patient alive and well after organizational change

Glasgow Health Service goes through the pain barrier Patient alive and well after organizational... Purpose – The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments. Findings – Using external resources to target specific gaps in expertise can help to maintain momentum though there are always difficulties with both securing the funds to use external help and in implanting external advisors into complex organizational contexts. Looking beyond the narrow confines of your own organizational setting can offer both sources of reassurance and inspiration. The NHS managers in this project derived real benefits from full and frank discussions with colleagues in other public and private sector organizations. Practical implications – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Direction Emerald Publishing

Glasgow Health Service goes through the pain barrier Patient alive and well after organizational change

Strategic Direction, Volume 24 (4): 3 – Mar 21, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0258-0543
DOI
10.1108/02580540810860841
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments. Findings – Using external resources to target specific gaps in expertise can help to maintain momentum though there are always difficulties with both securing the funds to use external help and in implanting external advisors into complex organizational contexts. Looking beyond the narrow confines of your own organizational setting can offer both sources of reassurance and inspiration. The NHS managers in this project derived real benefits from full and frank discussions with colleagues in other public and private sector organizations. Practical implications – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Journal

Strategic DirectionEmerald Publishing

Published: Mar 21, 2008

Keywords: Assessment centres; Change management; Health services; Management consultancy; Strategic change

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