Michael I. Harrison – författare

Click 'Additional Materials' for downloadable sample chapterMany managers and organizational leaders face shrinking budgets, growing competition, and changing organizational alliances and missions   A bewildering array of new technologies and management techniques offer help in handling these challenges. To respond effectively and avoid wasting resources, decision makers need to diagnose organizational conditions, plan changes carefully, and apply appropriate technologies and management techniques.

The Third Edition of the bestselling Diagnosing Organizations shows how consultants and applied researchers can help decision makers quickly and flexibly diagnose problems and challenges and decide how to deal with them.

Key Features

Models for framing diagnostic problems, identifying underlying conditions, and providing feedback Methods for gathering and analyzing diagnostic data Processes for working on a diagnosis with clients and other members of an organization

This thoroughly revised edition can help practitioners of diagnosis directly address concerns that are critical to clients, rather than just provide feedback on current conditions and operations. In an authoritative, yet readable fashion author Michael I. Harrison presents updated treatments of the uses of diagnosis, evaluating organizational effectiveness, improving team performance, planning organization redesign projects, and assessing organization-environment relations and competitive strategy. Also treated are the politics of change management, professional dilemmas, and ethical issues confronting practitioners.

Professors of research methods across the social sciences will find Diagnosing Organizations, Third Edition an invaluable text for their courses. The second edition was widely adopted in departments of Management, Public Health, Nursing, Education, Public Administration, Psychology, Criminal Justice, and many others.

Click 'Additional Materials' for downloadable sample chapterMany managers and organizational leaders face shrinking budgets, growing competition, and changing organizational alliances and missions   A bewildering array of new technologies and management techniques offer help in handling these challenges. To respond effectively and avoid wasting resources, decision makers need to diagnose organizational conditions, plan changes carefully, and apply appropriate technologies and management techniques.

The Third Edition of the bestselling Diagnosing Organizations shows how consultants and applied researchers can help decision makers quickly and flexibly diagnose problems and challenges and decide how to deal with them.

Key Features

Models for framing diagnostic problems, identifying underlying conditions, and providing feedback Methods for gathering and analyzing diagnostic data Processes for working on a diagnosis with clients and other members of an organization

This thoroughly revised edition can help practitioners of diagnosis directly address concerns that are critical to clients, rather than just provide feedback on current conditions and operations. In an authoritative, yet readable fashion author Michael I. Harrison presents updated treatments of the uses of diagnosis, evaluating organizational effectiveness, improving team performance, planning organization redesign projects, and assessing organization-environment relations and competitive strategy. Also treated are the politics of change management, professional dilemmas, and ethical issues confronting practitioners.

Professors of research methods across the social sciences will find Diagnosing Organizations, Third Edition an invaluable text for their courses. The second edition was widely adopted in departments of Management, Public Health, Nursing, Education, Public Administration, Psychology, Criminal Justice, and many others.

Implementing Change in Health Systems brings fresh thinking and evidence to the continuing debate about market reforms of health care and other public services. The book examines the development and implementation of national cost-containment programs and health system reorganizations in the UK, Sweden and the Netherlands - countries that have been leaders in health system reform.

The book provides a new framework for analysing public policy implementation and system change, synthesizing diverse streams of academic research and thinking. It explores the processes of implementing market reforms in each country and considers the outcomes, both expected and unintended. In all three countries competitive reform encountered serious technical, organizational and political obstacles. Yet they triggered important system changes and paved the way for significant new health policies.

The complex outcomes of the reforms included

ochanges in the quality, efficiency and costs of care

ogrowing managerial and political control over physicians and other health care professionals

oincreased influence and centrality of community-based care

oDiffusion of ideas and practices from business management into health care.

Implementing Change in Health Systems sheds new light on crucial policy issues that are currently being debated throughout Europe and North America. The book will be of value to postgraduates, researchers, and practitioners in health policy and public policy.

MICHAEL I. HARRISON is an internationally-known scholar of health systems and organizations. He is a Senior Research Scientist at the Agency for Healthcare Research and Quality in Rockville, MD and Associate Professor of Sociology at Bar-Ilan University in Ramat Gan, Israel. He has taught at the State University of New York at Stony Brook and the School of Management at Boston College and has been a Visiting Scholar at Brandeis University, Georgetown University, Harvard Business School, and the Nordic School of Public Health.

Implementing Change in Health Systems brings fresh thinking and evidence to the continuing debate about market reforms of health care and other public services. The book examines the development and implementation of national cost-containment programs and health system reorganizations in the UK, Sweden and the Netherlands - countries that have been leaders in health system reform.

The book provides a new framework for analysing public policy implementation and system change, synthesizing diverse streams of academic research and thinking. It explores the processes of implementing market reforms in each country and considers the outcomes, both expected and unintended. In all three countries competitive reform encountered serious technical, organizational and political obstacles. Yet they triggered important system changes and paved the way for significant new health policies.

The complex outcomes of the reforms included

ochanges in the quality, efficiency and costs of care

ogrowing managerial and political control over physicians and other health care professionals

oincreased influence and centrality of community-based care

oDiffusion of ideas and practices from business management into health care.

Implementing Change in Health Systems sheds new light on crucial policy issues that are currently being debated throughout Europe and North America. The book will be of value to postgraduates, researchers, and practitioners in health policy and public policy.

MICHAEL I. HARRISON is an internationally-known scholar of health systems and organizations. He is a Senior Research Scientist at the Agency for Healthcare Research and Quality in Rockville, MD and Associate Professor of Sociology at Bar-Ilan University in Ramat Gan, Israel. He has taught at the State University of New York at Stony Brook and the School of Management at Boston College and has been a Visiting Scholar at Brandeis University, Georgetown University, Harvard Business School, and the Nordic School of Public Health.