Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Contents Purpose and Acknowledgements Foreword 5 7 8 Introduction Part 1 The literature on change management Part 2 Tools, models and approaches: a selective review 1.1 1
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|[pic] |MAN 385: Leadership Development | | |Fall 2011, #04693 | Professor Deidra Stephens, Ph.D. Office CBA 5.133 Phone 232-3780 E-Mail deidra.stephens@mccombs.utexas.edu Course Web Page via Blackboard Class Date/Time/Location
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ПРИНЦИПЫ И МЕТОДЫ РАЗРАБОТКИ И РЕАЛИЗАЦИИ ОРГАНИЗАЦИОННЫХ СТРАТЕГИЙ В данной лекции в фокусе внимания окажется стратегия. Грамотно разработанная стратегия является подспорьем для организации в процессе ее деятельности. К сожалению, с связи с усложняющимися связями внешней среды, а также быстрым изменением рынков, наличие стратегии не является 100% гарантией того, что компания сможет быстро адаптироваться к динамичным изменениям окружающей среды. Однако ее отсутствие негативно сказывается на возможностях
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Page |1 Executive Summary This Change action plan focus on taking the existing level of customer satisfaction to next level of UK leading telecom company. The organization provides its customer facility of making cheap, both national and international, calls through pre paid calling card services by providing residential services. The organization customer services department is located in India which deals with the customer issues via email support process. Since, the time market was hit by recession
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stakeholders linger ‘bitterly’ about how corporate failure have influence organization’s environmental performance and measurement issues. Yoking this emergent obligation within the corporate sector is consequently a strategic component in any strategy for accomplishing the goal of sustainable development; and evaluating the viability of such a strategy requires both the resolution of scientific and manufacturing problems; and also the attention of how organization’s account for environmental cost
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Strategic Marketing Planning SOUTH WEST ARTS MARKETING APRIL 2002 STRATEGIC MARKETING PLANNING Introduction Strategic Marketing Planning is one of a series of publications produced by South West Arts Marketing for South West Arts and Bristol City Council. The guides are intended as an introduction to arts marketing and as a practical guide for artists and organisations working with very limited resources. Further information and advice on any of the topics covered in this guide or any other issue
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Mass Communication and Para-social Interaction Donald Horton and R. Richard Wohl Extract from Horton, Donald and R. Richard Wohl (1956): 'Mass Communication and Para-social Interaction: Observations on Intimacy at a Distance', Psychiatry 19: 215-29 This is a classic paper which is very widely cited but hard to locate. It introduced the notion of 'parasocial interaction' between viewers and those whom they watch on the television screen. Although the paper is now very old it is useful to reflect
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Globalization and Culture - John Tomlinson University of Chicago Press: Published 1999 ISBN: 0-226-80768-1 Chapter 1: Globalization and Culture Globalization lies at the heart of modern culture; cultural practices lie at the heart of globalization. This is the reciprocal relationship I shall try to establish in this chapter and explore in the chapters which follow. This is not a reckless claim: it is not to say that globalization is the single determinant of modern cultural experience, nor that
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ADAPTIVE RISK MANAGEMENT SYSTEM (ARMS) FOR CRITICAL INFRASTRUCTURE PROTECTION Mihaela Ulieru and Paul Worthington Emergent Information Systems Laboratory The University of Calgary Ulieru@ucalgary.ca http://www.enel.ucalgary.ca/People/Ulieru/ Abstract The purpose of this work is to develop an adaptive risk management framework capable to prevent, identify and respond in critical time to threats. Our focus is on protecting critical infrastructure (e.g. public utilities) which vitally depends
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associated with leadership 1999; Gilley, 2005; Howkins, 2001). Leaders may funceffectiveness in driving change. The tion as change agents—those individuals responsible findings confirm previous research that identifies change effectiveness skills, for change strategy and implementation (Kanter, Stein, while isolating the specific leader be& Jick, 1992)—by creating a vision, identifying the need haviors deemed most valuable to imfor change, and implementing the change itself. plementing change: motivation and Organizations
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