responding to change simon turner [email protected] 1lhwb gp jan 2011
TRANSCRIPT
Three organisational concepts
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Ferlie, E and Pettigrew, A. (1996) Managing Through Networks: Some Issues and Implications for the NHS. British Journal of Management, Vol. 7, Special Issue, S81-S99 (March 1996)Marchington, M. et al (2005) Fragmenting Work: Blurring Organizational Boundaries and Disordering Hierarchies. Oxford, Oxford University Press
The network organisation
Department of Health Equity and Excellence: Liberating the NHS July 2010 p39 The Stationery Office Limited on behalf of the Controller of Her Majesty’s Stationery Office
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Embracing continuous change
Meeting organisational change in the NHS ... involves working with:•changing pressures in the environment•multiple stakeholders within and outside the organisation•complex organisations in which individuals and teams are interdependent – that is, they can only achieve their objectives by relying on other people (who are) seeking to achieve different objectives•people who have experience of change interventions which have had unforeseen or unintended consequences.
Iles, V. and Sutherland, K. (2009?) Organisational Change: a review for health care managers, professionals and researchers London NCCSDO p18
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Organisation-level change is not fixed or linear but contains an emergent element
Intended Change
RealisedChange
Managers’ decisions
Political climate
Planned change
Emergent change
Uncertainty
Interest groups
Iles, V. and Sutherland, K. (2009?) Organisational Change: a review for health care managers, professionals and researchers London NCCSDO p18
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Content (what), context (inside and outside), and process (how)
Receptive contexts for change: the eight factors
Pettigrew, A., Ferlie, E. and McKee, L. (1992) Shaping Strategic Change. London: Sage
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Felt change - Lewin’s equilibrium
Lewin, K. (1951) Field Theory in Social Science. New York: Harper Row
A model of managing
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Mintzberg, H. (2009) Managing. Harlow, Pearson education Limited