Managing Change Initiatives: Fantasy or Reality? The Case of Public Sector Organisations Ebrahim Soltani University of Kent Business School, Canterbury, UK Pei-chun Lai University of Strathclyde Business School, Glasgow, UK Abstract It is becoming a commonplace statement that change initiative programmes are key tools to organisational long-term success. To this end, the last two decades have witnessed a surge of interest in the take-up of various change initiative programmes. Organisational
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The psychology of change: understanding the guiding principles of effective change management Most change management models in use today are in the form of a process or set of steps. In fact, the most effective processes or methodologies are based on research and the experiences of change management experts from years of trial and error in the field. However, the underlying lessons and principles that produced these change management processes and tools are not always clear to the practitioner
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Managing Organizational Change: Introducing the Change It is difficult enough for an organization to make a sudden change like a “second-order change” or “unplanned change” (Greenberg & Baron, 2011, Pg. 558). What about the employees? What is the best way to inform them of the change, get them to accept the change, and keep the parts of the status quo that do not require a radical change? When making a major change, the decision will require an in depth analysis of all aspects of the issue
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Organizational Change Process: The EMR in Health Care Settings In the past decade, new advances in technology have changed health care. Experts continue to speculate that information technology has and will play a key role in efficiency, costs, and quality of patient care (Mehlman, 2010). With these changes comes the demand for hospitals to keep up with the times. In January 2009 President Barack Obama spoke about the government’s recent stimulus package and drive to have Americans’ health records
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will critical review the process of BHP Billiton changes and detail practice application as result use the managing change theory. 1.2 Structure Critical evaluation Alternative change intervention Maintain the change 1.3 Main point previewed Implementation process Institutionalization 1.4 General background Diagnosing the problem 2.0 Critical evaluation Interventions: Intervention is a tool using when organization planned change in current situation. To effectively adapt and
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Resistance to Change HRM445-1302A-07 Organizational Change Krashenda Banks-Smalls CTU Online Prof. B. Costa Before we begin to discuss the concept of resistance to change and how it is the principal factor in regards to failure of many change management initiatives, we need to first look at the definition of the term. Resistance to change is considered to be the act of opposing or struggling with changes or modifications that alter the status quo of the workplace. (Heathfield) Resistance
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Organizational Readiness for Change: A Case Study on Change Readiness in a Manufacturing Company in Indonesia Managing Partner, The Jakarta Consulting Group Faculty of Economics, Tarumanagara University, Jakarta, Indonesia. Alfonsus B. Susanto ABSTRACT In today’s environment, changes are compulsory for an organization in order to survive and stay competitive. Although, planned change is intended to make the organization more effective and efficient, resistance from members of the organization
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Change is the pervasive element of society, of today’s health care environment, and of life. Change is inevitable in healthcare. Many changes can be seen in the perspicacity of patients, changes in practice models and skills, evidenced-based practice, and even educational requirement (Huber, pg 5). For example, between the years 1750 and 2000, healthcare in the United States evolved from a simple system of home remedies and traveling doctors with little training to a complex, scientific, technological
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Vocational Behavior journal homepage: www.elsevier.com/locate/jvb Adapting to change: The value of change information and meaning-making Machteld van den Heuvel a,⁎, Evangelia Demerouti b, Arnold B. Bakker c, Wilmar B. Schaufeli a a Dept. of Work & Organizational Psychology, Utrecht University, PO Box 80140, 3508 TC Utrecht, The Netherlands Dept. Industrial Engineering and Innovation Sciences, Human Performance Management Group, Eindhoven University of Technology, PO Box 513, 5600 MB Eindhoven
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The Heart of Change Appealing to the Heart, Not the Mind Excerpted from The Heart of Change: Real-Life Stories of How People Change Their Organizations By John P. Kotter, Dan S. Cohen Buy the book: Amazon Barnes & Noble HarvardBusiness.org Harvard Business Press Boston, Massachusetts ISBN-13: 978-1-4221-4672-9 4673BC This document is authorized for use only in GMBA-EN-BL_Abr2015_A1 - Strategy Implementation by Pedro Guillermo Ruiz, IE Business School from January 2016
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