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Implementing Change (implementing + change)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

Managers,The missing link in the reward change process

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 2 2005
Thomas O. Davenport
Driven by economic and regulatory forces, many organizations are making wholesale changes in such employee rewards as equity compensation, retirement plans, and health care benefits. Any change in rewards can affect employee motivation and commitment, and poorly implemented reward change can have disastrous outcomes. Organizations must pay attention to all the factors at play,rational and emotional,by laying a solid foundation for reward change and involving managers throughout the organization. Supervisors and managers play an essential role in building a credible case for change and implementing change in a way that employees see as fair and reasonable. © 2005 Wiley Periodicals, Inc. [source]

Models of Change Agency: a Fourfold Classification

BRITISH JOURNAL OF MANAGEMENT, Issue 2 2003
Raymond Caldwell
Change agents often play significant roles in initiating, managing or implementing change in organizations. Yet these roles are invariably exaggerated or misrepresented by one-dimensional models that ignore the full complexity and scope of change agent roles. Following a review and theoretical clarification of some of the literature and empirical research on change agency, a new fourfold classification of change agents is proposed, covering leadership, management, consultancy, and team models. The four models reaffirm the significance of the multifaceted and complex roles change agents perform in organizational change, while underlining the importance of conceiving change interventions within organizations as processes that need to be coordinated and effectively managed. [source]

Depression in Long-Term Care: Contrasting a Disease Model with Attention to Environmental Impact

CLINICAL PSYCHOLOGY: SCIENCE AND PRACTICE, Issue 3 2005
Antonette M. Zeiss
The preceding review of depression in long-term care (LTC settings recognizes the prevalence of depression in LTC, addresses problems in assessment of depression, and examines empirical literature on the effectiveness of psychotherapy for depression. This commentary expands on the preceding review by focusing on a theoretical understanding of depression and how that understanding can inform treatment recommendations. The basic argument presented is that psychologists could best serve older adults in LTC settings by extending beyond traditional approaches to treatment of individuals who are depressed; psychologists can become good observers of the relationship of environmental factors in LTC to the internal emotional experience of depression, and then help to serve as change agents by collaborating in designing and implementing change in LTC environments. Such a radical shift could improve the quality of life for LTC residents. It also offers the possibility of defining theoretical linkages among external environmental variables, cognitive understanding of them, and emotional experience that could inform depression theory generally. [source]

Development and implementation of a noise reduction intervention programme: a pre- and postaudit of three hospital wards

JOURNAL OF CLINICAL NURSING, Issue 23 2009
Annette Richardson
Aims., By developing, implementing and delivering a noise reduction intervention programme, we aimed to attempt to reduce the high noise levels on inpatient wards. Background., Sleep is essential for human survival and sleep deprivation is detrimental to health and well being. Exposure to noise has been found to disrupt sleep in hospitalised patients which is to be expected as noise levels have been measured and reported as high. Design., A primarily nursing focused, multi-method approach, involving development of clinical guidelines, ward environment review and a staff noise awareness and education programme, was used to target mainly nursing staff plus other healthcare staff on three wards within one hospital. Methods., This practice development initiative was carried out in three key phases (1) Preaudit of ward noise levels, (2) The development, implementation and delivery of a noise reduction intervention programme, (3) Postaudit of ward noise levels. Results., Preintervention average peak decibel levels over 24 hours were found to be 96·48 dB(A) and postintervention average peak decibel levels were measured at 77·52 dB(A), representing an overall significant reduction in noise levels (p < 0·001). Conclusions., This study describes one way to reduce peak noise levels on inpatient hospital wards. Relevance to clinical practice., Sleep deprivation is detrimental to patients with acute illness, so any developments to improve patients' sleep are important. Nurses have a key role in leading, developing and implementing changes to reduce peak noise levels on inpatient wards in hospitals. This nurse-led practice development programme has demonstrated how improvements can be achieved by significantly reducing peak noise levels using simple multi-method change strategies. [source]