scholarly journals Exploring the business of urology: Change management

2017 ◽  
Vol 11 (6) ◽  
pp. 163
Author(s):  
J. Stuart Oake ◽  
Timothy O. Davies ◽  
Anne-Marie Houle ◽  
Darren Beiko
Keyword(s):  
Change Management ◽  
Core Values ◽  
Social Value ◽  
Management Process ◽  
Management Options ◽  
The Core ◽  
Level Of Understanding ◽  
External Forces ◽  
Successful Change

Change is inevitable. All organizations need to change to maintain relevance and to successfully adapt to varying external forces. Change is a challenge for those involved in it. It is the antithesis of consistency and at its core requires a shift in behaviour that is reflexic and instinctual. The authors of this paper would suggest that given the nature of healthcare, its evolving research, its social value/importance, and its cost, that no other profession is more subject to change than medicine. Change is necessary, inevitable, and difficult. A solid understanding of change and its management process is a prerequisite for professional survival. Preparation, conviction, purpose, and clarity are the core values of change. Physicians, more than any other profession, have been driven to and exposed to change. Physicians are in a position to distill its process to a level of understanding that would serve as a model for others to follow. The goals of this paper are to outline the rationale of change, as well as to review change management options and strategies to increase successful change.

International Experiences in Restructuring Road Sector

1996 ◽  
Vol 1558 (1) ◽  
pp. 99-107 ◽  
Author(s):  
Antti P. Talvitie
Keyword(s):  
Change Management ◽  
Change Process ◽  
Initial Conditions ◽  
Management Process ◽  
Development Path ◽  
The Road ◽  
The Core ◽  
International Experiences ◽  
Traditional Construction ◽  
Five Phases

An evolutionary continuum on which a modern and mature road administration develops is proposed. The five phases that appear necessary in this evolution are outlined: (a) the establishment of traditional construction and maintenance organization, (b) separation of client and producer functions, (c) separation of client and producer organizations, (d) corporatization or privatization of the producer organization, and (e) corporatization of the (client) road administration. The change management process—the framework process and its constituent cores— is addressed. The framework process is the flow of activities in change management when they move from one organizational phase to another. The core activities are those that the road administration must address in the change process. Both of these are discussed in detail. It is asserted that a quick reorganization of road administrations is neither possible nor desirable. The exact path to be taken depends critically on the initial conditions from which the road administration embarks on its development path.

Contextualizing Organizational Change Management in Africa: Incorporating the Core Values of Ubuntu

2021 ◽  
pp. 1-20
Author(s):  
Mzamo P. Mangaliso ◽  
Nomazengele A. Mangaliso ◽  
Leah Z. B. Ndanga ◽  
Howard Jean-Denis
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Core Values ◽  
Organizational Change Management ◽  
The Core

scholarly journals Leading the Change with Six Images of a Change Leader

2018 ◽  
Vol 2 (2) ◽  
pp. 18-23
Author(s):  
Mojibola Bamidele-Sadiq
Keyword(s):  
Change Management ◽  
Effective Leadership ◽  
Transformational Change ◽  
Management Process ◽  
Continuous Norm ◽  
Left Behind ◽  
Effective Leaders ◽  
Change Leader ◽  
The World ◽  
Successful Change

Change is constant, and it is a continuous norm. It has even been said that, “to refuse to change is to be left behind” (anonymous). While difficult, this is still something that both individuals and organizations must cope with. The world is constantly changing, which explains why individuals and organizations that are open to change continue to survive. Many researchers have argued that an organization may only achieve a successful change when there is effective leadership. Effective leaders are those who understand when to change and how much to change. The purpose of this paper is to reiterate the importance of leadership in implementing a successful and transformational change in an organization. It will further explore a body of literature that supports and identifies roles leaders take on in the change management process.

Citizenship, Community, and Ethics: Forrest Gump as a Moral Exemplary

Public Voices ◽  
2017 ◽  
Vol 2 (1) ◽  
pp. 82
Author(s):  
William D. Richardson ◽  
Ronald L. McNinch
Keyword(s):  
Public Administration ◽  
Common Sense ◽  
Democratic Republic ◽  
Core Values ◽  
Elected Officials ◽  
Political Climate ◽  
Ordinary Citizen ◽  
The Core ◽  
Timely Reminder ◽  
Ordinary Citizens

"Forrest Gump" bas been extraordinarily popular with the ordinary citizens and one of the reasons is self-evident: it presents a Jeffersonian confidence in the moral stalwartness of the yeoman citizenry that runs counter to some of the current approaches in ethics. The film celebrates a basic decency and a common sense that are accessible to all. No real or imagined superiority is required for one to partake. The film is not only popular but also populist in its assertion of the primacy of the ordinary citizen within this regime. In a political climate that now finds the tenure of elected officials uncertain and the legitimacy of public administration suspect, the visible portrayal of exemplary citizen virtues may serve as a timely reminder to all that, more so than any other regime, a democratic republic is ultimately and fundamentally dependent on the core values possessed by its citizenry.

scholarly journals Researching Change and Changing: Integrating Collaboration and Action Through Interiority

2021 ◽  
pp. 002188632110260
Author(s):  
Abraham B. (Rami) Shani ◽  
David Coghlan
Keyword(s):  
Organizational Change ◽  
Core Values ◽  
Actionable Knowledge ◽  
The Core ◽  
Integrative Process ◽  
Present Tense ◽  
Collaborative Ventures

In this essay, we are arguing that the field of organizational change and development is positioned to face the challenges of researching change and changing for the next decade and beyond. The core values in the field—that researching change and enacting changing are collaborative ventures undertaken in the present tense where the outcome is actionable knowledge, and that it serves the practical ends of organizations and generates the knowledge of how organizations change—are of utmost relevant for the emerging workplace and organizations. Through differentiated consciousness interiority challenges the polarizations that beset the field (between science and practice) and provides an integrative process focused on the operations of human knowing.

Dancing in the storm: finessing emergency remote teaching in the COVID-19 pandemic

2021 ◽  
Vol 11 (4) ◽  
pp. 1-21
Author(s):  
Louise Whittaker ◽  
Hayley Pearson
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
Business School ◽  
Learning Experience ◽  
Theoretical Models ◽  
Management Process ◽  
School Students ◽  
Content Type ◽  
General Managers ◽  
Academic Level

Case overview The Gordon Institute of Business Science (GIBS), a South African based business school and one of the top ranked business schools in Africa, was yet again facing a crisis during the COVID-19 pandemic. Having emerged out of an extraordinary year of strict lockdown regulations and having managed a rapid shift to emergency remote teaching. GIBS had managed to maintain its academic programmes, ensuring the completion of the curriculum within the academic year whilst maintaining the exceptionally high standards and quality learning experience it was known for. As 2020 drew to a close, the academic programmes team and the students looked forward to starting the new year in a more “normal” mode of operation. GIBS closed for Christmas holiday with the intent on returning, in early 2021, in some form of face-to-face teaching. However, on the 27th of December 2020, the President of South Africa announced a return to level-3 lockdown as the second wave of infections swept through the country. Strict measures were once again enforced, significantly impacting GIBS’ possible return to campus in January 2021. Reflecting on the lessons learnt over the past year, the Executive Director: Academic Programmes, Professor Louise Whittaker, yet again faced the challenge of deciding how best to proceed given the circumstances. The case illustrates the need for effective change management through the application of Kotter’s 8 steps to transformation, whilst demonstrating the complexity of change management during a crisis. A particular focus on the importance of communication during a change management process in a crisis is illustrated through this case. Expected learning outcomes The learning outcomes are as follows: students need to understand that in a crisis, change management will be emergent and requires flexibility and adaptability; students will determine what concrete actions may be required during a change management process in a crisis; students will need to discern that theoretical models do not necessarily fit real world contexts, particularly in a crisis situation; and students will identify aspects that might be missing or inadequately formulated in standard models of change management. Complexity academic level The case is positioned at a post-graduate level and would be ideal as a teaching case for business school students on a Master of Business Administration programme, a specialised business masters programme or selected executive education programmes for general managers or senior executives. The case can be taught in a course in the following fields, namely, change management, leadership or strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Benedict de Spinoza’s Virtue

2021 ◽  
Vol 31 (2) ◽  
pp. 107-122
Author(s):  
Columbus N. Ogbujah ◽  
Keyword(s):  
Early Modern ◽  
Moral Philosophy ◽  
Core Values ◽  
Ethical Relativism ◽  
Ethical Egoism ◽  
Absolute Truth ◽  
The Core ◽  
The Enlightenment ◽  
Seminal Roots

Benedict de Spinoza (1632–1677) was about the most radical of the early modern philosophers who developed a unique metaphysics that inspired an intriguing moral philosophy, fusing insights from ancient Stoicism, Cartesian metaphysics, Hobbes and medieval Jewish rationalism. While helping to ground the Enlightenment, Spinoza’s thoughts, against the intellectual mood of the time, divorced transcendence from divinity, equating God with nature. His extremely naturalistic views of reality constructed an ethical structure that links the control of human passion to virtue and happiness. By denying objective significance to things aside from human desires and beliefs, he is considered an anti-realist; and by endorsing a vision of reality according to which everyone ought to seek their own advantage, he is branded ethical egoist. This essay identified the varying influences of Spinoza’s moral anti-realism and ethical egoism on post-modernist thinkers who decried the “naïve faith” in objective and absolute truth, but rather propagated perspective relativity of reality. It recognized that modern valorization of ethical relativism, which in certain respects, detracts from the core values of the Enlightenment, has its seminal roots in his works.

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