Perceptions and Misperceptions of Major Organizational Changes in Hospitals: Do Change Efforts Fail Because of Inconsistent Organizational Perceptions of Restructuring and Reengineering?

2003 ◽  
Vol 26 (14) ◽  
pp. 1581-1605 ◽  
Author(s):  
Stephen L. Walston ◽  
Clint Chadwick
2019 ◽  
Author(s):  
Ольга Гапонова ◽  
Olga Gaponova ◽  
Любовь Данилова ◽  
Liubov' Danilova ◽  
Юлия Чилипенок ◽  
...  

Structurally, the book includes 59 short chapters, United in 14 thematic blocks. They include such traditional sections as: the concept, essence and content of management; basic approaches to the study of the history of management; basic functions of management; connecting processes; basics of conflict management; organizational culture; management of organizational changes; social responsibility and ethics of business organizations; management consulting, etc. But the form of presentation of the material is unusual – it is a programmed textbook, designed mainly for independent work of the student and equipped with a system of constant self-control.


2021 ◽  
Vol 13 (14) ◽  
pp. 7587
Author(s):  
James W. Westerman

The Human Resource (HR) function is often viewed by those in organizations as a process function and a cost-center, which results in an enhanced risk of outsourcing and automation. However, HR is also uniquely positioned to engage firms in cross-functional transformational change efforts, as its work is embedded in every business function within an organization. Sustainable HR and the triple bottom line (TBL) present opportunities for HR to build a strategic role within organizations. This essay provides strategic and tactical models, with specific steps for implementation, to assist HR in re-assert its role in driving the competitiveness of the firm through Sustainable HR.


1998 ◽  
Vol 19 (2) ◽  
pp. 259-280 ◽  
Author(s):  
Richard Whitley ◽  
Laszlo Czaban

The collapse of state socialism in Eastern Europe has transformed many of the institutions governing state enterprises and was expected to lead to radical changes in enterprise structures and practices. This was especially so where ownership had changed. However, just as new constitutions do not create liberal democracies overnight, so too the withdrawal of the state from direct control over the economy and privatization does not automatically generate dramatic enterprise transformations. This study of 27 Hungarian enterprises in the early 1990s shows that products and the markets served changed remarkably little, and the employment and organizational changes that have taken place in most enterprises have been less radical than might be expected. Ownership changes have not always led to major shifts in control, nor have private owners implemented sharply different policies from state controllers. The highly fluid institutional environment limited the commitment to, and capacity for, major strategic changes in most substantial Hungarian enterprises. Where changes have occurred, they have been most significant in: (a) state enterprises that are in severe financial difficulties, and (b) companies controlled by foreign firms.


2021 ◽  
Vol 13 (15) ◽  
pp. 8499
Author(s):  
Monika Blišťanová ◽  
Michaela Tirpáková ◽  
Ľubomíra Brůnová

The year 2020 was very challenging for the whole world, given the outbreak of the ongoing coronavirus-related pandemic, and was marked in particular by overcoming new hitherto unknown obstacles. For air transport, in particular, airlines stopped flying altogether and were forced to ground hundreds of planes worldwide involuntarily. Airports had to close their terminals for a long time, wholly suspend operations, and its resumption required significant organizational changes. This article summarizes the measures related to the COVID-19 pandemic adopted by airports to minimize the risk of spreading the disease. The article focuses on countermeasures and their implementation at selected airports in a specific time frame and airports’ behavior during a pandemic which varies depending on country and time of the year. The results demonstrated that steps being taken at airports include the use of face coverings or masks, social distance, enhanced cleaning and disinfection, or temperature checks and/or symptoms (fever, loss of smell, chills, cough, shortness of breath), RT-PCR (reverse transcription-polymerase chain reaction) screening and data collection with health declaration. These measures have now become an essential standard for the operation of airports and can, therefore, be used to assess the level of airport safety achieved. In the final phase, the article evaluates the level of achieved airport safety based on the proposed scoring method.


1999 ◽  
Vol 158 ◽  
pp. 314-349 ◽  
Author(s):  
Nan Li

At the 15th Chinese Communist Party (CCP) Congress held in September 1997, Chinese leader Jiang Zemin announced that the People's Liberation Army (PLA) would reduce its manpower by 500,000 in the next three years. This is apparently a new step to deepen the military reform that Deng Xiaoping had initiated in early 1980s. Such reform aims to transform the PLA from a manpower-based military geared toward fighting a major defensive “people's war” to a technology-based military capable of forward deployment to deal with more variegated local contingencies. While substantial research has been done on major aspects of this reform, changes within major PLA organizations, such as the Central Military Commission (CMC), the higher command structure, the research and learning institutions, and the force structure, have not been adequately and systematically analysed. This study intends to shed light on these changes. Such a study is necessary and significant also because it helps towards an understanding of the extent, direction and problems of China's defence modernization drive, which may have important implications for Asian security. Finally, it provides an analytical framework for research regarding further organizational changes of the PLA.


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