Many healthcare organizations and facilities are currently attempting to improve either managerial or systematic operations. As a result, those businesses' performance has improved, as has their financial growth and reputation in local and global marketplaces. Deep learning and AI are utilized to control healthcare systems in this case. It aids in the provision of better service, the diagnosis of different diseases, and a variety of other tasks. Based on this, this paper will expound on the definitions of deep learning and AI, as well as the importance and change management applications of these tools.
The textbook is developed on the basis of competence-based and interdisciplinary approaches, contains theoretical foundations for the formation, change, development and improvement of organization management systems in a dynamic environment, as well as methodological aspects of the development and practical implementation of strategic changes. The publication examines the features of strategic changes, the technology of change management, reflects the models and principles of organizational changes, defines the prerequisites for the development of scenarios for the development of the organization, factors, conditions and mechanisms for the implementation of the change management strategy in the organization.
The publication fully complies with the requirements of the federal state educational standards of higher education of the latest generation.
It is intended for students studying in the areas of training 38.03.02 "Management", 38.03.03 "Personnel Management", 38.03.04 "State and municipal management". It will also be useful for students of MBA programs, advanced training courses and professional training of managerial personnel, senior students of economic specialties of universities, graduate students, teachers, practitioners and anyone interested in the problems of effective development of organizations based on the approach of organizational change.
The recent transformation caused by the COVID-19 pandemic crisis drives the world economy to an accelerated mutation. This chapter focuses on how the current developments affect the various socioeconomic organizations and systems and how they can adapt to this new emerging reality. To this end, relevant forecasts on the current pandemic crisis are examined. Τhis crisis seems to cause the acceleration of the Fourth Industrial Revolution, functioning as a catalyst of the structural changes also observed in the working environment. The chapter suggests that all socioeconomic organizations (irrespectively of their size, spatial reach, and sectorial focus) are called upon nowadays to readjust themselves and that innovation is the fundamental generator for exiting the ongoing structural crisis. However, innovation unavoidably creates significant changes that socioeconomic organizations must manage effectively in the foreseeable future, according to a new way of perceiving organizational resilience and adaptability for the post-COVID-19 era.
Competition in industry of software production as well as in IT sector has special features. Understanding current trends and complex connections between software industry and world economic development gives new ideas about competition in the IT domain. One of the key trends is digital transformation. It is supported by software, but it also has a strong impact on the software development industry and provides the new opportunities in software production and IT business change management. The main idea of the paper is total automation and a focus on measurable processes that give a continual flow of digital data that should be used on different levels of a company's management, business development, production processes, and even client's perception of the software product. Management of those core activities, based on such digital data flows, is becoming sophisticated and more flexible, based on relevant and estimated indicators. In this article, there is a multifactor analysis of digitalization in software engineering and IT business management with a focus on change management. The main results of research are demonstrating how the influence of digitalization could be used in competition.
As technology plays an ever-increasing role in carrying out structured tasks in today's society, people are given more time to focus their attention on higher levels of service and personal development. However, technology is in a constant state of change and assurance services are needed to help ensure that technology changes are accomplished properly. The Institute of Internal Auditors has identified 10 steps that can be used to effectively implement changes in technology. This process and its accompanying internal controls can be assessed through an internal audit function that considers issues of both functionality and security. In addition, continuous improvement of the change management process for technology can be evaluated though capability/maturity models to see if organizations are achieving higher levels of accomplishment over time. Such models include the COBIT 2019-supported capability maturity model integration (CMMI) model and the cybersecurity maturity model certification (CMMC) framework used by defense industrial base organizations.
This chapter addresses cities in developing countries that suffer from lack of economic resources and limited capabilities of the society. The chapter provides a definition of an economically productive city and the supports it needs from the national central government. Governance issues related to the local government are described, such as low citizen engagement, necessary legislative/regulatory changes, managing increasing citizen expectations, and community planning issues. It also touches on the issues of transparency and open government, operational inefficiencies, and ever-increasing urbanization movement. An important part of this chapter is touching on preparing for partial transformation and identifying opportunities and threats. It also provides guidelines for a general roadmap of actions that are based on planning a smart city, partnerships, and policies. Finally, transformation guidelines are discussed such as challenges for smart city transformation, alignment with national e-governance, capacity building, and change management.