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Responding to Change

Responding to Change. Simon Turner simon.turner@port.ac.uk. Three organisational concepts. 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)

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Responding to Change

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  1. Responding to Change Simon Turner simon.turner@port.ac.uk LHWB GP Jan 2011

  2. Three organisational concepts 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 LHWB GP Jan 2011

  3. 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 LHWB GP Jan 2011

  4. 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 LHWB GP Jan 2011

  5. Organisation-level change is not fixed or linear but contains an emergent element Planned change Realised Change Intended Change Uncertainty Interest groups Managers’ decisions Political climate Emergent change Iles, V. and Sutherland, K. (2009?) Organisational Change: a review for health care managers, professionals and researchers London NCCSDO p18 LHWB GP Jan 2011

  6. 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 LHWB GP Jan 2011

  7. Felt change - Lewin’s equilibrium Lewin, K. (1951) Field Theory in Social Science. New York: Harper Row LHWB GP Jan 2011

  8. A model of managing Mintzberg, H. (2009) Managing. Harlow, Pearson education Limited LHWB GP Jan 2011

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