A CASE STUDY ON CHANGE DIMENSIONS , FACTORS AND MODELS IN A PRIVATE SERVICES SECTOR, ,INDIA Published by Dr.Vimala Sanjeevkumar Associate Professor College of Business University of Utara Sintok,Kedah, Malaysia Email: firstname.lastname@example.org , Virmala@uum.edu.my Mobilenumber: 0060195218228
Electronic copy available at: http://ssrn.com/abstract=1963564
A CASE STUDY ON CHANGE DIMENSIONS , FACTORS AND MODELS IN PRIVATE SERVICES SECTOR, ,INDIA
Change management has received considerable attention in human resource management. A strong and effective organization must be able to both pro act and react with flexibility to changing environmental demands. Change management can be viewed from two perspectives- from those implementing the change and from the recipients of change. GKNM Hospital wants to explore the models of Change management and assist the process of Change management and it wanted to improve its Business and Service performance. The three dimensions which were considered for the research are structure, technology and people. GKNM Hospitals made a conscious effort to identify the priority area of Change Management practices. The researcher used dependent and independent variable and various statistical tools and applied change models based on the inferences. Change management in GKNM involves formulation of Change models, Key performance areas and strategies to ensure that it is an integral part of HR strategy. Key words: Change management, Business and service performance, Change management practices, Change models, HR strategy
Change has become ephemeral everywhere. Change has become necessary every where- be it economy, politics, business, and environment and so on. Change Management within the health service can take many forms, ranging from managing physical items such as technology, people, systems, structure, departments etc. Change management provides a powerful and effective way of logging, tracking, and recording all relevant information associated with the change. Clare Chow-Cha, Mark Goh (2000) presented an exploratory research about Quality improvement in health care industry in Singapore. The results showed that the innovation based programs require a long time frame for resistance to change and suffer from programme failure. The results showed that large and public hospitals were more inclined to implement innovation based approaches and medium sized hospitals tend to use continuous improvement as a medium of quality improvement.
Introducing the Change
As an organization, ability to change itself is regarded by several writers as an important criterion of its self-effectiveness. However, the change should not be introduced all at one time. It should be introduced in phases. Broadly speaking, there are two methods of introducing change: Directive method and Participative method. In Directive method, the manager unilaterally declares that certain changes will take place. In Participative method, employer allows his employees come up with the proposed changes. In between these two methods there can be several other variations allowing employee of different degrees of latitudes both in problem identification as well as problem solving. Robert Waldersee and Andrew Griffith (2000) in their research regarding implementing change; matching implementation models and change type reveals that it is problematic. The authors developed two approaches: The Participative approach and Unilateral approach. The results of the study indicate those unilateral implementations are more effective than participative. Behavioral and social change generates more support than technical structural changes. Ian Smith (2005) highlighted how managers attempting to achieve Organizational Change will be served by paying attention to the need to create readiness for change - this at both the individual employee and whole - of - organization level - and the ways in which this may be achieved. He...
John Moran, Amy Avergun, Case study: Creating lasting change, 1997
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