Change Management Theory Research Articles

Health coaching: the role of the practice nurse

Health coaching can be used to improve the health of patients. Catherine Best looks at the theory behind health coaching and how the nurse can play a role Health coaching is a concept which focuses on evidence-based clinical interventions, such as motivational interviewing, goal setting, active listening and change management theory, with the aim that patients are supported to self-manage their own health. Health coaching is patient-centred and empowers individuals to make healthcare choices based on what personally matters to them. The practice nurse is in a strong position to utilise their skills, many of which can be attributed to the role of a health coach.

Methodology of the theory of change management in the implementation of digital transformation of construction: problems and prospects

The need for an innovative digital transformation of the construction industry is beyond doubt. However, it is fraught with a number of objective constraints, which requires the development of appropriate holistic science-based approaches and an effective practical methodology. Based on the systematization of the specifics of digitalization of the construction industry, analysis of the achieved level of innovative digital development, study of existing experience and institutional trends, the authors postulated a change management methodology as one of the key conceptual approaches to effective planning and management of digital transformation of construction. The life cycle of changes was modified on the basis of the design-process approach, and the corresponding practical assessment was carried out using the example of the implementation of information modeling technology in construction.

COVID-19, SECURITIZATION, AND TERRORISM: NATIONAL SECURITY CHANGE MANAGEMENT DILEMMA

<p>The Corona Virus Disease 2019 (Covid-19) pandemic is spreading globally, including in Indonesia, with a significant impact not only in limited a sphere of the threat to public health. The Covid-19 pandemic shaped social phenomenon followed by the changes in the social order of life into the securitization process with multi-dimensional impacts. Due to restrictions extensively, society's liability realities become an opening fissure for terrorist groups to persist in their actions. This rational context raises awareness for the State as State-actor in the security realm to generate security for its people. This paper aims to analyze how the expansion of the Covid-19 outbreak with multi-dimensional impacts in the securitization approach, counting terrorism expansion, and how the State dealing with as a State-actor. Using a qualitative approach, the authors expound on national security and change management theory, illustrating how the Government is a state-actor within its strategy. In responding to the emerging constellation, there are various dynamic challenges for the Government, within its central powers and regional authorities, toward change management dilemmas in the context of national security. At the end of the discussion, it portrays the urgency of responding to the strategic changes in the framework of change management under the top leader's forceful strategic leaderships in integrating all components of the nation.</p>

METHODOLOGY FOR DEVELOPING MECHANISMS AND TOOLS IN THE MARKETING MANAGEMENT SYSTEM

In practice, a systematic approach is needed that allows you to combine the assessment and further changes in marketing activities. Such an approach should take into account the adoption of managerial decisions regarding improving the efficiency of marketing based on a system of assessment indicators, both marketing activities and the business as a whole, and provide for a program of coordinated changes in business and marketing, which allows to improve these indicators. taking into account the characteristics of the external environment and the resource potential of the enterprise. The result of using this approach is a more efficient state of marketing and business systems, ensuring their interconnection and coordination, taking into account market conditions. The development and implementation of a systematic approach contributes to the application of the theory and methodology of change management in the context of increasing the effectiveness of marketing activities.

Understanding the low adoption of prefabrication prefinished volumetric construction (PPVC) among SMEs in Singapore: from a change management perspective

PurposeConstruction productivity issues have constantly surfaced in Singapore's construction industry. To push for productivity, the Government has implemented various initiatives to encourage industry players, particularly small and medium enterprises (SMEs), and to adopt more productive construction technologies. One of these technologies is prefabrication prefinished volumetric construction (PPVC), a concept of the design for manufacturing and assembly (DfMA) approach. This exploratory study sheds lights on PPVC adoption and its issues in Singapore in the context of the launch of the Construction Industry Transformation Map (ITM).Design/methodology/approachThe methodology used here is mainly a quantitative approach in the form of a survey. A questionnaire was developed and distributed to a pool of about 100 contractors, randomly chosen as part of a stratified sample. The questionnaire survey helps gain further insights into the industry's perceptions of PPVC and its adoption.FindingsThe study succeeded in identifying and analysing a list of drivers of and barriers to the adoption of PPVC. The top three most important potential drivers were “increase efficiency,” “technological change” and “changing nature of composition of workforce”. The three most important barriers were “ineffective on-site storage,” “high up-front payment” and “transportation issues”.Originality/valueThis study also looked into the organizational change management theory. Various theories were considered to help understand and implement change. It is understood that it is not only important for an organization to focus on the steps of these frameworks and models when the change is initiated but also for the organization to acknowledge and be mindful of the emotions of employees and take measures to overcome their emotions as part of organizational change management.

APPLICATION OF DIAGNOSTICS TO IDENTIFY CONTRADICTIONS OF MARKETING ACTIVITIES OF THE ENTERPRISE IN THE CHANGE MANAGEMENT PROCESS

The basis of change management is a purposeful search for innovations to ensure the stability of the organization. Marketing tools are used to search for market niches for traditional, modified or new products; the product portfolio is formed; new market niches open up. The basis of the functioning and development of the enterprise are marketing processes, which with different levels of activity and intensity of the flow are inherent in each business entity. Management of marketing activities is the implementation of a wide range of strategic and tactical measures that should ensure the effectiveness of market activities of the enterprise. The application of the theory and methodology of change management in the process of improving the efficiency of marketing activities necessitates the development of a diagnostic apparatus that allows to identify contradictions that arise during the performance of marketing functions in enterprises. Diagnostics provides the company with methods and tools for determining the signs, criteria of development and factors of its development in order to use the favorable and overcome adverse factors. Elimination of local contradictions does not change the system of marketing activities of the enterprise as a whole, and the elimination of systemic contradictions is aimed at changing goals, strategies, subsequent functional and organizational changes, changing values, both in marketing and business. Presented as diagnostic tools matrix of typical contradictions, as well as a system of indicators for assessing local and systemic contradictions in marketing allow in practice to identify inconsistencies in marketing and business environmental conditions and contribute to the formation of changes in enterprise activity needed to increase efficiency. Marketing, as an integrative function of management, acts as a strategically balancing tool between the enterprise and all involved groups of influence. The key role in the process of any changes is played by consumers, the satisfaction of whose interests allows to increase the market value of enterprises. Keywords: change management, marketing activity of the enterprise, local and system contradictions in marketing, diagnostics of marketing activity

Improving the treatment of patients with dual diagnosis in emergency departments.

Dual diagnosis involves the co-occurrence of severe mental illness and substance misuse. Recent guidance has sought to improve the initial identification of dual diagnosis and the ongoing management of patients with confirmed dual diagnoses. However, service provision between mental health teams and emergency departments (EDs) can be disjointed, resulting in suboptimal care. This article explores the care of patients who present at EDs with symptoms arising from a combination of severe mental illness and substance misuse. The author aims to alter the approach of multidisciplinary teams by applying change management theory, resulting in patients being treated by multiple healthcare disciplines in a more coordinated way. This will be demonstrated through a case study that follows a patient with dual diagnosis on the journey through an emergency department. Guidelines identifying best practice will be referred to and care failings in the patient's journey will be analysed. The author also provides an overview of how change management theory can be used to implement a new protocol for managing the treatment of patients with a dual diagnosis.

Utilizing Change Management Theory to Optimize Resources and Reduce Supply Chain Costs.

Utilizing Change Management Theory to Optimize Resources and Reduce Supply Chain Costs.

The antecedents of physicians’ behavioral support for lean in healthcare: The mediating role of commitment to organizational change

The purpose of this paper is to study physicians' reactions to Lean implementation in healthcare organizations. More precisely, we aim to answer the following question: what is the impact of pre-change and change antecedents on physicians' behavioral reactions to Lean implementation? To do so, we used a quantitative research methodology anchored in two significant frameworks from change management theory, while considering the unique characteristics of physicians as organizational actors. Using a survey of 176 physicians in healthcare organizations across the USA, the analysis revealed significant effects of pre-change and change antecedents on physicians’ behavioral support for Lean change, mediated by their commitment to organizational change. We concluded that process antecedents linked to change management practices were instrumental in engaging physicians toward Lean, whereas efficiency driven Lean implementation and traditional managerial techniques of rewards and incentives were counterproductive. This paper contributes to the developing literature on Lean implementation and, more broadly, on service operations management in healthcare, notably by focusing on its most influential group of actors.

Change Management and Athletic Training: A Primer for Athletic Training Educators

ContextChange management is a discipline guiding how organizations prepare, equip, and support people to adopt a change to drive organizational success and outcomes successfully.ObjectiveTo introduce the concept of change management and create a primer document for athletic training educators to use in the classroom.BackgroundWhile Lean and Six Sigma methodologies are essential for achieving a high-reliability organization, human resistance to change is inevitable. Change management provides a structured approach via different theoretical methods, specific principles, and tools to guide organizations through growth and development and serves an essential role during process improvement initiatives.SynthesisThere are several theories or models of change management, 3 of which are specifically relevant in health care. Kotter and Rathgeber believe change has both an emotional and situational component and use an 8-step approach: increase urgency, guide teams, have the right vision, communicate for buy-in, enable action, create short-term wins, and make-it-stick [Kotter J., Rathgeber H. Our Iceberg is Melting: Changing and Succeeding Under Any Circumstances. New York, NY: St. Martin's Press, 2006]. Bridges' Transitional Model focuses on the premise that change does not influence project success; instead, a transition does [Bridges W. Managing Transitions: Making the Most of Change. Reading, MA: Addison-Wesley Publishing, 1991]. Lewin's model suggests that restraining forces influence organizations and that driving forces cause change to happen [Lewin K. Problems of research in social psychology. In: Cartwright D, ed. Field Theory in Social Science: Selected Theoretical Papers. New York, NY: Harpers; 1951].Recommendation(s)Whether athletic trainers approach change management in a leadership role or as a stakeholder, newly transitioning professionals and those seeking leadership roles should value and appreciate change management theories and tools. Moreover, while no best practice statement exists relative to the incorporation of change management into a curriculum, addressing the subject early may allow immersive-experience students an opportunity to use change management during a process improvement initiative, facilitating a greater appreciation of the content.Conclusion(s)Athletic training curriculums should consider including change management course content, whether separately or in combination with other process-improvement content, thereby familiarizing athletic trainers with a common language for organizational and professional change.

Responding to COVID-19 Supply Chain Risks—Insights from Supply Chain Change Management, Total Cost of Ownership and Supplier Segmentation Theory

The COVID-19 pandemic is causing risks and disruptions in most supply chains. As supply chain managers are responding to these risks, several theories may inform those efforts. In this paper, we explore across seven companies in different industries, supply chain positions and countries, how lessons from total costs of ownership, supplier segmentation and supply chain change management theory may apply to efforts to respond to COVID-19 supply chain risks and disruptions. The findings indicate that the pandemic forces companies to consider total costs more holistically, beyond the purchase price, and that collaboration with suppliers and developing new sources of supply is of growing importance to reduce risk in the supply chain. However, the change involved in responding to risks will take time, and for many companies, the hardest work is still ahead. Our findings also paint a more nuanced and complex picture than offered in the popular press; the focus on nearshoring does not necessarily mean leaving China and the switch in total costs of ownership may only be partial and temporal. Limitations of the theories considered are identified and resulting suggestions for managers and further research are developed.

Changing the quality mindset at Ashok Leyland (Parts A and B)

Theoretical basis Change in culture brought about by effective leadership is at the core of this case. Therefore, two broad topics can be discussed using this case: organizational culture change and Change Leadership OR Role of leaders in organzational change. Research methodology The case was prepared using primary data collected through a series of interviews conducted with participants of the change process. The participants included R. Sivanesan, Senior Vice President (Quality, Sourcing and Supply Chain) of Ashok Leyland, many members of the quality team, production department, HR executives and members of the marketing team. Secondary data in the form of an interview of Mr Vinod Dasari published in a popular magazine Autocar Professionals and organizational documents/presentations used during the change process were also used to build the case. Case overview/synopsis In 2011, when Vinod Dasari took over as the Managing Director and CEO of Ashok Leyland (AL), he hired R. Sivanesan. The quality standards of the vehicles produced in the AL plants in 2011 was far from satisfactory. He decided to change this. Part A of the case discusses the challenges faced by Sivanesan and Vinod Dasari in bringing about a change in the quality management practices at AL. Part B discusses the steps they actually took and the change that resulted from it. Learning objectives At the end of the case discussion, the participants will be able to develop an understanding of the various aspects of organizational culture and how it manifests itself; become aware of the underlying causes of resistance to change; critically evaluate and apply various theories of change management; create an action plan for changing the culture of any organization; and appreciate the role of leaders as change agents. Complexity academic level The central theme in this case is managing culture change within organizations through effective leadership. Instructors teaching courses in organizational theory, organization structure/culture and leadership will find this case relevant. It is primarily intended for use in MBA and Executive Education programs in Management.

Conceptualizing a Framework: A Critical Review of the Development of Change Management Theories

Abstract Although approaches to manage change dated back to as early as human history, managing effective change is still the topic of today’s debates. One of the undeniable facts about this is that change per se keeps changing, and so does its management methodology. While this fact comes, on the one hand, to validate the reason why none of the early theories stands relevant across time, it, on the other hand, proofs that change methodology is certainly fluid, giving no room for an approach to really last. An effective change is achievable [not] by a prescription, but by a thorough consolidation of the various aspects relevant to change. This paper aims therefore at identifying those [managerial] aspects of change, in hope that they could be used to construct a common base to deal with change. To that end, relevant change management hypotheses, approaches, theories dated back to the 50s are taken for thorough reviews. Results from this digest confirm that to manage change, one must factor in change type, change process, and change elements, and yet, to manage it effectively, one must go further to ensure that all the above factors work well together as they are all symbiotically related.

Management Consulting Intervention Case Study in a Complex and Toxic Hospital Organizational Culture

Abstract Healthcare organizations in turmoil often turn to management consultants to collect data, engage in analysis, evaluate processes, and make recommendations. This is a case study of an actual hospital with complex issues around organizational culture, organizational conflict, diversity, and talent management. The paper explores the intervention approaches used to address the toxic organizational cultural problems through the lens of organizational development, change management, and corporate behavioral theory.

The Effects of Workplace Belongingness on Exploratory Innovation: The Mediating Role of Exploitative Innovation

Purpose – The study aims to explore the mediating role of exploitative innovation by revealing the effects of workplace belongingness and their effects on exploratory innovation in the IT industry. Design/methodology/approach – This research was conducted with 91 executives recruited from IT businesses registered to Adana Chamber of Commerce in Adana Turkey in December 2019. The research was analyzed by the structural equation modeling method based on social exchange and organizational change management theories. Findings – The results of the study show the positive and significant effects of workplace belongingness on exploitative and exploratory innovations in the IT industry. To reveal innovations beyond the existing innovations, the employees' sense of belonging to the workplace and the existing innovations should be improved. Discussion – This study is the first to clarify the association between workplace belongingness and innovation types. There are limitations to the study in the context of sample size and generalizability.

Attitudes toward Change and Transformational Leadership: A Longitudinal Study

ABSTRACT We examined the malleability of two frequently-cited attitudes toward change and their relationship with transformational leadership using a repeated measures design for two time points separated by six to eight months in two organizations (N = 165). Readiness for a specific change (state-readiness) together with generalized resistance to change (trait-resistance) were measured. State-readiness showed a significant correlation between time points (r = .50) and a significant increase over time. In contrast, trait-resistance did not show a significant change over time but did show a significant correlation between time points (r = .62). Transformational leadership was correlated with state-readiness at both Time 1 (r = .46) and Time 2 (r = .47) but was not correlated with trait-resistance at either time point. A hierarchical regression revealed that the variables for organization, state-readiness at Time 1, trait-resistance at Time 2, and transformational leadership at Time 2 additively explained 46.5% of variance in state-readiness at Time 2. The results are discussed with respect to their implications for change management theories. MAD statement Leaders are thought to play a key role in influencing employees to implement an organizational change. Less is known whether leaders, who use transformational behaviours, will have a short-term and/or longer lasting influence on employee attitudes toward change. A survey of employees at two time points several months apart revealed that transformational leadership had a significant concurrent, but not lasting, association with attitudes toward a specific change. Consequently, sizeable initial leadership efforts to shape employee attitudes that are not sustained may be wasted. However, these results also mean that mistakes in leadership at the start of a change may be correctable over the course of implementation.

Employee championing behavior in the context of organizational change: a proposed framework for the business organizations in Bangladesh

PurposeThe purpose of this paper is to propose a conceptual framework for ensuring employee championing behavior (ECB) during organizational change for business organizations in Bangladesh.Design/methodology/approachOn the basis of previous literature, this paper proposed a framework for ensuring ECB during organizational change.FindingsThis paper proposed transformational leadership (TL), which enhances the championing behavior of the employee. In addition, valence, work engagement and trust in leadership act as potential mediators between TL and championing behavior. This paper also proposed organizational alignment (OA) as a potential moderator that influences ECB in the context of organizational change.Research limitations/implicationsThis paper highlights numerous influential factors that enhance ECB. This proposed conceptual framework will be validated by the empirical evidence in future research.Practical implicationsThis paper provides new insights for business leaders to understand the importance of ECB during organizational change. Moreover, this research underlined the effectiveness of valence, work engagement and trust in leadership and OA to nurture ECB in the time of organizational change, which helps managers of the business organizations to make efficient strategies to tackle organizational change.Originality/valueThis paper adopted Kurt Lewin’s change management theory and integrated with different factors associated with organizational change (TL, valence, work engagement, trust in leadership and OA) to propose a model to understand the mechanism of enhancing ECB in the context of change in Bangladesh’s business organizations.

Seven ways to get a grip on implementing Competency-Based Medical Education at the program level.

Competency-based medical education (CBME) curricula are becoming increasingly common in graduate medical education. Put simply, CBME is focused on educational outcomes, is independent of methods and time, and is composed of achievable competencies.1 In spite of widespread uptake, there remains much to learn about implementing CBME at the program level. Leveraging the collective experience of program leaders at Queen’s University, where CBME simultaneously launched across 29 specialty programs in 2017, this paper leverages change management theory to provide a short summary of how program leaders can navigate the successful preparation, launch, and initial implementation of CBME within their residency programs.

THE ESSENCE AND INTERRELATION OF THE BASIC CONCEPTS OF THE THEORY OF CHANGE MANAGEMENT IN EDUCATION IN THE PHILOSOPHICAL AND SOCIAL ASPECT.

Abstract. The formation of competitive ability of our state on the world stage led to the development of change management theory, in particular, in the educational field. The modernization of education is impossible without understanding the philosophical and social aspects of differentiation of the conceptual apparatus in the theory of change management. The urgency of the problem is enshrined in such normative documents as the Law of Ukraine on Education and the Concept of the New Ukrainian School.
 The philosophy of change pervades both classical and modern philosophical sciences, in which the leading idea is the general variability of events. In the social context, scientists will highlight the problem of managing human life in the environment, which is directly the task of education.
 Today, the educational institution is managed in line with changes. It has been investigated that the philosophical aspects of change management relate to particular concepts. It is substantiated that the concepts of «change» and «development», «process» and «evolution», «change» and «innovation» are in a dialectical connection to the extent of development of society. However, these concepts cannot substitute each other
 Project developments specialize in the practical management of changes in educational institutions that apply and deepen the change of a single apparatus in philosophical and social work, which allows to shift a deeper understanding of the integral essential management processes.
 The prospect of further research is the study of the social effects of applying change management mechanisms in general secondary education.

Impact of the Covid-19 pandemic on the requirements for accounting and analytical support of business

This article proposes to get acquainted with a study that, as a first approximation, assesses the impact of the Covid-19 pandemic on a shift in emphasis in accounting and analytical work. Economic actors once again found themselves in the conditions of a “new normalcy”, now it is a global coronavirus crisis. Now society and business are faced with new risks, threats, disasters, opportunities, unforeseen consequences of the COVID-19 pandemic. Of course, the management of the companies is expected to provide the creative solutions, an economically sound strategy or a policy of working in a new environment. The new complex context of decision-making caused by the pandemic needs to keep information and analytical support up to date. Therefore, this article proposes to pay attention to some aspects of information and analytical work that are of particular importance during the period of the impact of the pandemic and its consequences. The list of such aspects includes the mechanisms for ensuring business transparency, the application of stakeholder theory and change management theory, the organization of a systematic business analysis, the concept of social responsibility and ESG criteria. This approach will make it possible to “reveal” the problems caused by the pandemic and its consequences, find the best solutions therefor, implement them correctly and update the business development strategy. The research results based on the analysis of current business needs will help build an adequate system of accounting and analytical support.