[Re- Establishment Of A Satellite Outpatient Psychiatric Clinic]
by
ACKNOWLEDGEMENT
I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.
DECLARATION
I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.
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Asbtract
Management literature frequently proposes the use of a set of managerial practices in order to facilitate the management of organizational change processes. This paper analyses differences in perception in the use of such practices, between change strategists and change receptors, and the impact these practices have on the outcomes of organizational change programs and on organizational results. Results show that, for the same change processes, change strategists report a higher use of change management practices than change receptors. Results also show that, during organizational change processes, firms use more frequently practices related to the change preparation stage in comparison to practices related to the change implementation stage. Finally, results show that, after controlling for organizational size, change program intensity, and service versus manufacturing industries, the use of change management practices has a significant impact on the accomplishment of the change program objectives and deadlines, but results do not show an impact on perceived organizational outcomes (changes in sales, financial results of the firm, operational productivity, and employee performance).
TABLE OF CONTENTS
ACKNOWLEDGEMENT2
DECLARATION3
ASBTRACT4
CHAPTER 3: METHODOLOGY6
Kotter Change Model6
Step 1: Create Urgency6
Step 2: Form a Powerful Coalition7
Step 3: Create a Vision for Change7
Step 4: Communicate the Vision8
Step 5: Remove Obstacles9
Step 6: Create Short-term Wins9
Step 7: Build on the Change10
Step 8: Anchor the Changes in Corporate Culture11
Subjects and Procedure13
CHAPTER 4: RESULTS AND ANALYSIS14
Characteristics of the Patients14
Characteristics of Consultation15
Psychiatric Diagnosis16
Psychiatric Interventions18
Analysis23
Effective Leadership And The Enactment Of Planned Organizational Change35
Communicating the Need for Organizational Change37
Mobilizing Others to Accept Change38
Evaluating Change Project Implementation39
Effectiveness at Person-Oriented Behaviors40
Effectiveness At Task-Oriented Behaviors41
Project Type43
Efficiency44
Adaptation45
CHAPTER 5: CONCLUSION48
REFERENCES50
CHAPTER 3: METHODOLOGY
Kotter Change Model
There are many theories about how to "do" change. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, "Leading Change." We look at his eight steps for leading change below.
Step 1: Create Urgency
For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.
This isn't simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.
What you can do:
Identify potential threats, and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could ...