Organizational and Process Reengineering Approaches for Health Care Transformation 1st Edition by Dr Jean Ann Larson ISBN 1138431710 978-1138431713

Organizational and Process Reengineering Approaches for Health Care Transformation 1st Edition by Dr. Jean Ann Larson – Ebook PDF Instant Download/Delivery: 1138431710, 978-1138431713

Full download Organizational and Process Reengineering Approaches for Health Care Transformation 1st Edition after payment

 

Product details:

ISBN 10: 1138431710

ISBN 13: 978-1138431713

Author: Dr. Jean Ann Larson

 Winner of the Healthcare Information and Management Systems Society‘s (HIMSS) 2015 Book of the Year Award
Given the on-going changes and challenges faced by today‘s health care organizations, Organizational and Process Reengineering Approaches for Health Care Transformation provides a practical, leader-led and team-based approach for reengineering organizations and transforming leaders and teams while creating new processes in the health care industry. It supplies a framework for organizational change to enable senior leaders to reengineer and transform their health care organizations.The book presents proven and effective approaches and methodologies for leadership teams to help their organizations transform, thrive and grow. It goes beyond process improvement and other organizational change approaches, as it offers an integrated holistic approach that provides sustainable results.The approach described in this book has already helped many large health care organizations dramatically improve their effectiveness by creating new service lines, lines of business, population health initiatives, new care management models as well as implementing game changing solutions and technology.Well-grounded in organizational change and project management principles, this approach will help to ensure that the resulting work is implemented, accepted, and sustained by process owners and senior leaders. Descriptive case studies illustrate the practical application of the tools and techniques discussed.The approach and mind-set outlined in the book allow, and even require, that all stakeholders come to the table. They do not require an engineering degree, expensive certifications, or the use of complicated processes or tools. They will not replace current improvement methods, but instead provide an organization-based framework to help you leverage and enhance your improvement efforts.

Table of contents:

 Introduction and Intent of This Book
Why Use Reengineering and Process Redesign and Why Now?
How I Am Defining Reengineering and Process Redesign
Health Care Environment Today

Setting the Stage for Reengineering and Process Design
How Continuous Improvement Differs from Process Redesign or Reengineering
Why Do Organizational Reengineering and Process Redesign?
How Do You Select Projects for Reengineering?
When Not to Do Process Redesign
Who Are the Key Players and Why?
What Are the Key Prerequisites for Process Redesign?
Of Special Note to Senior Leaders
Identifying Core Strategic Business Processes
Is Your Process Really a Core Process?

Change Readiness for Leaders: Are You Ready to Lead Change?
Overview of the Eight Dimensions of the Change Readiness Index
Are You Flexible When Change Happens?
Do You Have a Sense of Adventure?
Are You Confident to Lead Change?
How Optimistic Are You?
How Passionate Are You about What You Do?
How Resourceful Are You?
Are You Tolerant of Ambiguity?
How Resilient Are You?
Conclusion and Opportunities to Learn More

Organizational Change
What Is Culture?
Role of Senior Leaders as Leaders of Organizational Change
What Does the Research Say?
Reengineering/Process Redesign Lends Itself to Being Led from the Top
Kotter and Cohen’s Organizational Change Readiness Assessment
How Does the Organization Decide That This Is the Way to Go?
Is the Organization on Board?
Establishing and Leading Reengineering in Your Organization

Overview of the Methods and Tools
Why Does the Organization Need to Change and Why Are We Targeting This Process?
What Are the Issues and What Is It That We Must Achieve?
How Might We Create and Implement the Ideal Process?

Roles and Responsibilities
Role of the Organization’s Senior Leaders
Orienting Senior Leaders
Role of the Facilitator
Role of the Team Leaders
Role of the Team Members
Role of Other Support Professionals
Identifying the Metrics for Success

Methodology for Reengineering and Process Redesign Teams
Conduct a Concerns Analysis
Identify Goals and Objectives of the Ideal Redesigned Process
Establish Process Metrics
Develop the Ideal Process Flowchart
Check the Ideal Process
Value-Added/Non-Value-Added Flowcharting
Perform Force Field Analysis
Develop the Implementation Work Plan
Employ Project Management Techniques

Role of Technology and Innovation
Use of Redesign Principles
Use of Value-Added/Non-Value-Added Flowcharting to Assess If and How Technology Can Help
Use of Force Field Analysis
Review of Information-Based Activities

Critical Success Factors
Critical Success Factors for Reengineering Process Redesign
Key Success Factors and Conclusion

References

People also search for:

    
organizational and process reengineering
    
organizational change and business process reengineering
    
what is process reengineering
    
nature of business process reengineering
    
organizational reengineering examples

Tags: Dr Jean Ann Larson, Organizational and Process, Reengineering Approaches for, Health Care Transformation