{"title":"重新设计:管理根本性的变化。","authors":"J Beed, G Howard","doi":"","DOIUrl":null,"url":null,"abstract":"<p><p>Faced with both a move to a new facility and the need for radical, cost-saving organizational change, the Ontario Cancer Institute/Princess Margaret Hospital turned to the principles of re-engineering. With the help of a consulting firm, the organization overhauled sufficiently to save $7.5 million, enough to finance the move, the transition and even the expansion of some services.</p>","PeriodicalId":79679,"journal":{"name":"Leadership in health services = Leadership dans les services de sante","volume":"5 2","pages":"29-32, 36"},"PeriodicalIF":0.0000,"publicationDate":"1996-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Re-engineering: managing radical change.\",\"authors\":\"J Beed, G Howard\",\"doi\":\"\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>Faced with both a move to a new facility and the need for radical, cost-saving organizational change, the Ontario Cancer Institute/Princess Margaret Hospital turned to the principles of re-engineering. With the help of a consulting firm, the organization overhauled sufficiently to save $7.5 million, enough to finance the move, the transition and even the expansion of some services.</p>\",\"PeriodicalId\":79679,\"journal\":{\"name\":\"Leadership in health services = Leadership dans les services de sante\",\"volume\":\"5 2\",\"pages\":\"29-32, 36\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"1996-03-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Leadership in health services = Leadership dans les services de sante\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Leadership in health services = Leadership dans les services de sante","FirstCategoryId":"1085","ListUrlMain":"","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Faced with both a move to a new facility and the need for radical, cost-saving organizational change, the Ontario Cancer Institute/Princess Margaret Hospital turned to the principles of re-engineering. With the help of a consulting firm, the organization overhauled sufficiently to save $7.5 million, enough to finance the move, the transition and even the expansion of some services.
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