Effective change management in a regional Sub-acute Ambulatory Care Services setting

2012 ◽  
Vol 36 (1) ◽  
pp. 39 ◽  
Author(s):  
Bruce W. Campbell
Keyword(s):  
Change Management ◽  
Ambulatory Care ◽  
Change Process ◽  
Improve Patient Care ◽  
Healthcare Setting ◽  
Shared Vision ◽  
The Body ◽  
Care Services ◽  
Ambulatory Care Services

Government policies and community expectations in Australia continually lead to calls for healthcare change. These changes are often met with resistance from clinicians and managers. Making change happen requires consideration of the way policies, culture, context, shared vision and leadership can drive or impede change. This reflective case study critically investigates one change process; the evolution of a Sub-acute Ambulatory Care Services (SACS) program in an Australian regional hospital over a 3-year period. The new Community Rehabilitation Services (CRS) program evolved from a merger of Centre and Home Based Rehabilitation (CBR and HBR). Hospital amalgamations, closures and privatisation, and the Department of Health policy relating to SACS, ambulatory care and rehabilitation were some of the key elements explored in this paper. What is known about the topic? Healthcare is an industry constantly focussed on improving services and care to patients. There has been a lot written about change management in healthcare. Change can be difficult to implement and is a dynamic phenomenon. There are many factors which can assist or hinder change. What does this paper add? This reflective case study outlines the change process in this particular regional healthcare setting context within a multidisciplinary team. This paper adds to the body of knowledge by considering the influences of the unique history and culture of the setting, and the complex interrelated nature of factors which can affect change. What are the implications for practitioners? Healthcare service managers need to understand that the change process is complex and can be confusing. Government policy constantly drives change in this industry to improve patient care, but how an organisation works through this is unique to the setting. One size does not fit all, and understanding the organisation, staff, culture and having a vision at that point in time is an essential prerequisite. Any change requires working with people who need time to adapt, up skill and learn new processes and procedures. Reanalysing the change process and being flexible during the journey can assist in reaching the desired change outcome.

The Crown Prince Court’s Training and Career Development section: managing training for its employees

2020 ◽  
Vol 10 (1) ◽  
pp. 1-16
Author(s):  
Alya Ateeq Al Remeithi ◽  
Syed Zamberi Ahmad
Keyword(s):  
Career Development ◽  
Change Management ◽  
Change Process ◽  
Online Courses ◽  
Development Program ◽  
Training And Development ◽  
Content Type ◽  
Employee Resistance ◽  
Crown Prince

Learning outcomes This case study focuses on change management and employee resistance when implementing a new initiative. The case may be helpful to students to clarify their understanding of the following: the importance of employee involvement in the change management process in the government sector. Understand how to help employees to deal with change more effectively, maintaining their commitment and bringing them successfully through the change. Understand the importance of communication during the change process. Successful approaches used when implementing change, such as the Lewin model and Kotter 8. The obstacles to change, including resistance and adverse reactions to change and connecting employees, as well as the causes of resistance when implementing a change. Case overview/synopsis The Crown Prince’s Court is an independent government entity established in 1971, providing support to the Crown Prince of Abu Dhabi with the help of almost 300 employees. The Training and Career Development subsection headed by Sumaya Al Saedi decided to initiate an online training and development program for employees. Given that national service, maternity leave and emergency leave had led to working pressure and less training and development for the employees, Sumaya and her team realized that few employees were registering for the course and few of those that did register actually completed their course. Several causes were identified that had led to employees avoiding the online courses. Work pressure and technical issues were among the most salient reasons that kept registered employees from completing the course. The lack of policies at an institutional level to aid changes in training structures reduced the number of employees who felt that they could register for the courses. Therefore, Sumaya and her team had to decide how to attract their employees to online courses and how to support them. Complexity academic level This case study was written for Change Management courses in Bachelor of Business Administration programs. This case examines employee resistance to change when implementing a new system. It can, therefore, be used for undergraduate-level courses. As it concerns employees during the implementation of changes, this case study can be used to help students develop their planning and implementation skills. By focusing on internal departmental challenges, students are introduced to the change process of implementing an initiative and how to deal with employees in the organization. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resource Management.

scholarly journals Transformational change process in a large corporation – case of a prominent Indian public sector undertaking

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anu Singh Lather ◽  
Shilpa Jain ◽  
Yogesh Verma
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Change Process ◽  
Transformational Change ◽  
Transformation Process ◽  
Leadership Role ◽  
Content Type ◽  
High Performing ◽  
The Future

Purpose This study aims to discuss what prompted this organization to embark on the journey of transformational change, challenges faced strategies adopted to overcome challenges, leadership role and outcomes. Design/methodology/approach The descriptive approach is used to comprehend the transformational change process in this gigantic public sector undertaking (PSU). To have an idea of the effectiveness of the change process, the pre- and post-change performance of the company was taken into account through collection and analysis of physical and financial parameters. However, focus of this paper is concentrated on the transformation process and its chronological sequence only. Human resource productivity trend and organization development interventions adopted over the years were also observed along with conducting a sentiment analysis of the employees who lived through this entire change process in the organization. Findings The case study describes how this Indian PSU went through the process of transformational change management and leaves the reader to assess the degree and extent of success of the approach and strategy of the company in this regard. There may be many what-if situations and contingencies in this case for readers to explore for suggestions and solutions and finding new possibilities. Originality/value Change management is not a new exercise for the Indian corporate sector. What makes this case unique is the pro-active action initiated by a traditional high-performing and well-protected PSU to anticipate the future challenges and initiate action to overcome these. Change agents must “rewire” the plane while it is flying if the organization hopes to survive and perhaps prosper in the future. This case study is a first-hand account of the change process happening in a gigantic Indian PSU with Maharatna status.

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