Fenntartható változtatások vezetésének feltételei magyar egészségügyi szervezetekben

Based on case studies from more than 200 change projects and a survey among 92 Hungarian hospital managers, the author identified the major obstacles in the success of organisational change projects in Hungarian health care institutions and developed a model of more efficient change process.Accordin...

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Bibliographic Details
Main Author Szocska, Miklos
Format Dissertation
LanguageHungarian
Published ProQuest Dissertations & Theses 01.01.2008
Subjects
Changes
Health care management
Organizational structure
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Summary:Based on case studies from more than 200 change projects and a survey among 92 Hungarian hospital managers, the author identified the major obstacles in the success of organisational change projects in Hungarian health care institutions and developed a model of more efficient change process.According to data in the literature, around 70% of organisational change projects are unsuccessful. Working on change projects in Hungary the author was also surprised by the high rate of failure. He recognised three interconnected factors that have major impact on the success of change projects: (1) The level of experience of hospital managers; (2) Managerial mistakes they commit during the planning and implementation of change projects; (3) And the organisational resistance against the change.With the help of case studies, interviews, focus groups and a questionnaire the author set up a list of 48 managerial mistakes and identified the most critical ones. He also set up the list of 29 causes for generating organisational resistance and identified the critical ones.Early experiences show that the list of managerial mistakes and the list of causes for organisational resistance to change are good tools for intervention. They also served as relevant basis for the modification of the Beckhard Harris change model. The modified change model, that professionally classifies as an organisational development model is a 3 dimensional change framework. The original change process map is complemented with the dimension of leadership recommendations and change management conditions for the various phases of the change process and with the dimension of group work that refers on the efficient functioning of teams involved in the change process.
ISBN:1109199880
9781109199888