Change management in integrated care: what helps and hinders middle managers – a case study

2012 ◽  
Vol 20 (4) ◽  
pp. 246-256 ◽  
Author(s):  
Phillip Lunts
Keyword(s):  
Change Management ◽  
Integrated Care ◽  
Middle Managers

Barriers To Change: A Case Study Investigation On Factors Hindering Organizational Transformation

2019 ◽  
Vol 28 (1) ◽  
pp. 1-8
Author(s):  
Mirwan Surya Perdhana ◽  
Yarra Waninda Permanasari
Keyword(s):  
Change Management ◽  
Middle Managers ◽  
Qualitative Case Study ◽  
Organizational Transformation ◽  
Line Managers ◽  
Central Java ◽  
Barriers To Change ◽  
Top Manager ◽  
Management Issues

Regardless the size, organizations need to transform themselves to meet the demand of current competition era. Nevertheless, many organizations were failed to implement change despite having a clear organizational strategy. The aim of this research is to investigate factors hindering organizational transformation and change. To achieve such aim, a qualitative case-study investigation was conducted in a State-owned Enterprise located in Greater Semarang, Central Java, Indonesia, involving 10 participants which consists of top manager, middle managers, line managers and the workers.The findings of this study reveals that transformation effort in the company were hindered due to several factors: commitment and initiatives issues, change management issues, language issues, communication issues, and time constraint issues. Implication for theory and managerial practice were also discussed.

Integrated Care Case Study: A Community Mental Health Center and a Federally Qualified Health Center

2012 ◽  
Author(s):  
Jennifer E. Cato-Degroff ◽  
Brian Desantis ◽  
Fred Michel ◽  
Michael D. Welch ◽  
Kelly Phillips-Henry ◽  
...  
Keyword(s):  
Mental Health ◽  
Community Mental Health ◽  
Health Center ◽  
Integrated Care ◽  
Community Mental Health Center ◽  
Mental Health Center ◽  
Federally Qualified Health Center

A Kind of Change Management Method for Global Value Chain Optimization and Its Case Study

2021 ◽  
pp. 1-15
Author(s):  
Guangyu Xiong ◽  
Huaiyu Wu ◽  
Petri Helo ◽  
Xiuqin Shang ◽  
Gang Xiong ◽  
...  
Keyword(s):  
Change Management ◽  
Value Chain ◽  
Global Value Chain ◽  
Management Method

Design and Evaluation of Usable Systems

2002 ◽  
Vol 46 (3) ◽  
pp. 367-371
Author(s):  
John F. McGrew
Keyword(s):  
Genetic Algorithm ◽  
Change Management ◽  
Management System ◽  
Design Method ◽  
The Other ◽  
Design Team ◽  
Style Analysis ◽  
Decision Style ◽  
Parallel Design

This paper discusses a case study of a design and evaluation of a change management system at a large Telecommunications Corporation. The design and evaluation were done using the facilitated genetic algorithm (a parallel design method) and user decision style analysis. During the facilitated genetic algorithm the design team followed the procedure of the genetic algorithm. Usability was evaluated by applying user decision style analysis to the designed system. The design is compared with an existing system and with one designed by an analyst. The change management system designed by the facilitated genetic algorithm took less time to design and decision style analysis indicated it would be easier to use than the other two systems.

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

scholarly journals Change Management in public sector: A case study of gas distribution firm

2013 ◽  
Vol 3 (6) ◽  
pp. 1751-1756 ◽  
Author(s):  
Alireza Shirvani ◽  
Mashallah Valikhani Dehaghani ◽  
Seyed Hassan Mossavi
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Gas Distribution

scholarly journals Manufatura enxuta em um fabricante de produtos hospitalares: implantação e avaliação na percepção dos gestores

2019 ◽  
Vol 12 (1) ◽  
pp. 88
Author(s):  
Rogério Da Silva Nunes ◽  
Alessandra De Linhares Jacobsen ◽  
Rodrigo Dos Santos Cardoso
Keyword(s):  
Change Management ◽  
Behavioral Change ◽  
Lean Manufacturing ◽  
Implementation Process ◽  
Readiness For Change ◽  
Current Case ◽  
Medical Products ◽  
Increase Productivity ◽  
A Company

The use of lean production in organizations, which aims to broaden your results using fewer resources, that is, to increase productivity producing essentially necessary and eliminating what does not add value to clients, requires actions that include mapping of success environments and organization's readiness for change management. Hence we have the current case study, descriptive, which presents the implementation of lean manufacturing in the textile plant in Blumenau (Santa Catarina) that manufactures medical products from a company with three manufacturing units. Next, there were interviews with thirteen managers and staff who participated in the lean manufacturing implementation process in the unit in focus. As a result, we identified that the requirements and preparations for the deployment mentioned are directed to a behavioral change that includes preparation of leadership, aligned with the organization's strategy, which needs to be deployed to all areas. Also featured are the stages of implementation and attempts to institutionalize the environment provided by the principles of lean manufacturing. It concludes with the identification of categories of analysis for the changes arising from the aforementioned deployment.

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