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The introduction of patient process re‐engineering in the Peterborough Hospitals NHS Trust

David Probert (Strategic Planning Manager, City and Hackney Community Services NHS Trust, London, UK)
Bill Stevenson (Director of Organisational Change, Peterborough Hospitals NHS Trust, Peterborough, UK)
Nelson K.H. Tang (Lecturer, Leicester University Management Centre, Leicester, UK, and)
Harry Scarborough (Research Director, Leicester University Management Centre, Leicester, UK)

Journal of Management in Medicine

ISSN: 0268-9235

Article publication date: 1 October 1999

1138

Abstract

Patient process recognition and re‐engineering (PPR) has become a major concern of recent health care development and management. This paper discusses the position of the National Health Service (NHS) in the UK; where it is at present and where it aims to be. It suggests that the work of the current government in developing community care is central to the work of both the Leicester Royal Infirmary and the Peterborough Hospitals NHS Trust, when building relationships between primary (community) and secondary (hospital) health care provision. This paper aims to examine whether and how PPR can improve patient processes in the NHS. It does this through a case study of PPR in Peterborough Hospital.

Keywords

Citation

Probert, D., Stevenson, B., Tang, N.K.H. and Scarborough, H. (1999), "The introduction of patient process re‐engineering in the Peterborough Hospitals NHS Trust", Journal of Management in Medicine, Vol. 13 No. 5, pp. 308-324. https://doi.org/10.1108/02689239910294637

Publisher

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MCB UP Ltd

Copyright © 1999, MCB UP Limited

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