Evaluate the use of ‘lean management’ and performance targets as part of organisations’ strategic drive for greater efficiency

Title:

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.