Evaluate the use of ‘lean management’ and performance targets as part of organisations’ strategic drive for greater efficiency.
Evaluate the use of ‘lean management’ and performance targets as part of organisations’ strategic drive for greater efficiency.
At least 20 references, can use the suggested below:
Carter et al (2001) ‘Lean and Mean in the Civil Service’, Public money and management, March 2011.
? Commission for Healthcare Audit and Inspection (HCC) (2009) Investigation into Mid Staffordshire NHS Foundation Trust.
? McCann, Granter, Hassard, Hyde (2013). ‘Still Blue-Collar after all these Years? An Ethnography of the Professionalization of Emergency Ambulance Work.’ Journal of Management Studies 50: 5, pp.
750-776.
? Haberberg and Rieple (2008) Strategic Management, Oxford: Oxford. (Chapter 15)
? Hood, C. (2006) ‘Gaming in Targetworld: The Targets Approach to Managing British Public Services’, Public Administration Review July/August, pp. 515 – 521.
? Hyde, P., E. Granter, J. Hassard, L.McCann, J. Morris (2013) Roles and behaviours of middle and junior managers: Managing new organisational forms of healthcare. National Health Service, Service
Delivery Organisation (available to download online).
? Kaplan and Norton 1992, ‘The Balanced Scorecard’, Harvard Business Review.
? Ordonez, L. D., M. E. Schweitzer, A. D. Galinsky and M. H. Bazerman (2009) ‘Goals Gone Wild: The Systematic Side Effects of Overprescribing Goal Setting’, Academy of Management Perspectives
February, pp. 6 – 16.
? Mid Staffordshire General Hospitals NHS Trust (2008) Annual Report and Accounts 2007/2008, URL accessed 01/08/09 at:
http://www.midstaffs.nhs.uk/aboutUs/corporate/publications/ar/AR200708General.pdf
? Waring, J. and S. Bishop (2010) ‘Lean Healthcare: rhetoric, ritual, resistance’, Social Science and Medicine 71, pp. 1332-40.
? Womack, Jones, Roos (2007) The Machine That Changed the World, New York: Simon and Schuster.
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