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Managing Organisational Change — The Challenge of the Nineties

Managing Organisational Change — The Challenge of the Nineties Invited Comment Managing Organisational Change ­ The Challenge of the Nineties Dianna Mah-Iones h e pace of change in today's health system is 1. Barriers to Understanding. This is due to a lack of unprecedented. More change is happening more information or misinformation. In particular, if staff quickly, more often, and to more people than ever have been excluded from the planning and before. Technological developments, social issues, political development they will have limited comprehension influences, and economic belt tightening all demand that of the rationale for the decisions and may not agree organisations adopt a different set of standards and with the design. practices in order to survive. In response, hospitals are 2. Barriers to Acceptance. Some staff may have a formulating strategic plans to determine where they are vested interest in maintaining the status quo for going and what they want to be. Tactical plans are being political and power purposes. Some may resist the developed to address the mechanical and intellectual upheaval in the social networks, and others may processes for change implementation. The element that is want the security of predictable routines. often under-emphasised is the emotional stress placed on staff when they are required http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Australian Medical Record Journal SAGE

Managing Organisational Change — The Challenge of the Nineties

Australian Medical Record Journal , Volume 22 (1): 2 – Mar 1, 1992

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Publisher
SAGE
Copyright
© 1992 Health Information Management Association of Australia Limited
ISSN
0817-3907
eISSN
1833-3575
DOI
10.1177/183335839202200102
Publisher site
See Article on Publisher Site

Abstract

Invited Comment Managing Organisational Change ­ The Challenge of the Nineties Dianna Mah-Iones h e pace of change in today's health system is 1. Barriers to Understanding. This is due to a lack of unprecedented. More change is happening more information or misinformation. In particular, if staff quickly, more often, and to more people than ever have been excluded from the planning and before. Technological developments, social issues, political development they will have limited comprehension influences, and economic belt tightening all demand that of the rationale for the decisions and may not agree organisations adopt a different set of standards and with the design. practices in order to survive. In response, hospitals are 2. Barriers to Acceptance. Some staff may have a formulating strategic plans to determine where they are vested interest in maintaining the status quo for going and what they want to be. Tactical plans are being political and power purposes. Some may resist the developed to address the mechanical and intellectual upheaval in the social networks, and others may processes for change implementation. The element that is want the security of predictable routines. often under-emphasised is the emotional stress placed on staff when they are required

Journal

Australian Medical Record JournalSAGE

Published: Mar 1, 1992

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