Measuring organizational effectiveness in the NHS: Management style and structure best practices

Total Quality Management

Volumn 12, Issue 7, 2001, Pages 882-889

  Zairi, Mohamed ^a   Jarrar, Yasar F ^b  

^a UNIVERSITY OF BRADFORD   (United Kingdom)

^b CRANFIELD UNIVERSITY   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0442296679     PISSN: 09544127     EISSN: None     Source Type: Journal    
DOI: 10.1080/09544120120096007     Document Type: Article

References (9)

1. APQC (1997) Organizational Change: Managing the Human Side (APQC White Paper).
2. DYE, C. (2000) Leadership in healthcare: values at the top, Healthcare Executive, 15, pp. 6-13.
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4. NAHAT (1996) How Does the NHE Measure up? (HSMC, University of Birmingham).
5. ØVRETVEIT, J. (2000) Total quality management in European healthcare, International Journal of Health Care Quality Assurance, 13, pp. 74-80.
6. PROCTOR, S. & CAMPBELL, J. (1999) A developmental performance framework for primary care, International Journal of Health Care Quality Assurance, 12, pp. 279-286.
7. READ, A. (1990) Managerial roles and relationships impact on the Griffiths Report, International Journal of Healthcare Quality Assurance, 3 pp. 21-31.
8. STARFIELD, B. (1994) Is primary care essential?, Lancet, 344, pp. 1129-1133.
9. TAYLOR, S. (1994) The medical centre tales proactive approach to Healthcare reform, Industrial Engineering, January, pp. 20-23.