This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13665620010316226. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13665620010316226. When citing the article, please cite: John W. Moran, Baird K. Brightman, (2000), “Leading organizational change”, Journal of Workplace Learning, Vol. 12 Iss: 2, pp. 66 - 74.
John W. Moran and Jeffrey M. Mead
Change is often brought about by an organization’s old ways being shown to be ineffective and inefficient in the currrent market environment. For most organizations this is…
Abstract
Change is often brought about by an organization’s old ways being shown to be ineffective and inefficient in the currrent market environment. For most organizations this is usually found out too late in today’s rapid pace of Internet speed change. Organizations must approach change just as the most successful “techno‐individuals” have, by constantly reinventing and making minor changes, so they are always positioned for the next wave of change in the marketplace. Their workforces then view change as a phenomenon to embrace and not fear. It is normal to change if one is always doing it. Organizations must ask themselves “What do we need to change to be a fierce and flexible force in our marketplace?” “How have we changed this week? How must we change next week?”.
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Daniel J. Anderson, Robert G. Norton, Gary E. Reed and John W. Moran
Describes how two US hospitals, members of an integrated health system, took different routes to achieve radical constructive change, one of them ‐ an urban community hospital �…
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Describes how two US hospitals, members of an integrated health system, took different routes to achieve radical constructive change, one of them ‐ an urban community hospital ‐ through what is described in detail as core process redesign; the other ‐ a full‐service, research and teaching hospital ‐ devised and implemented a process described, again in step‐by‐step detail, as re‐engineering of clinical services and business operations.
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Nancy L. Wilkinson and John W. Moran
Provides a step by step template for developing a team charter. Notes that a team charter is an important element in any teamworking process as it provides a start‐up direction…
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Provides a step by step template for developing a team charter. Notes that a team charter is an important element in any teamworking process as it provides a start‐up direction for the team and avoids the team wasting a valuable time and resources. Gives an example of a team charter and a detailed analysis of the 21 sections involved.
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Baird K. Brightman and John W. Moran
Presents a schedule for the alignment of personal needs and priorities with organizational needs and priorities. By considering leadership, coaching, corporate citizenship, change…
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Presents a schedule for the alignment of personal needs and priorities with organizational needs and priorities. By considering leadership, coaching, corporate citizenship, change management, efficiency, team working, customer focus, and decision making, individuals can compile an action plan for professional and organizational change, ensuring that one is not at the expense of the other. Features a number of models to encourage reflection and discussion as well as assessment instruments to aid immediate practical development.
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John W. Moran and Baird K. Brightman
Introduces a change model as a tool to help change leaders and agents to understand why resistance to change occurs and to suggest some ways to reduce resistance. Suggests four…
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Introduces a change model as a tool to help change leaders and agents to understand why resistance to change occurs and to suggest some ways to reduce resistance. Suggests four change levers, i.e. beliefs, skills, values and behaviors as being elements within people which must change in a successful change process and considers ways to achieve this.
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John W. Moran and Baird K. Brightman
Discusses the shift in focus of change management from change itself to the people facing change and the impact on the most powerful drivers of work behaviour: purpose, identity…
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Discusses the shift in focus of change management from change itself to the people facing change and the impact on the most powerful drivers of work behaviour: purpose, identity and mastery. Observes that leaders need to align these behaviours with organizational change by explaining the who, what, where, why and how of the change. Describes the change management cycle: understand the current situation, develop a change plan, enlist others to develop critical mass and track and stabilize results. Presents the “TRY” (test, recalibrate, yes) model to help change leaders’ resistance to change and lists what is needed in leaders to increase their ability to manage organizational change effectively.
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Elizabeth A. Poirier and John W. Moran
Notes that home health care is currently in a state of flux as it awaits major changes such as those relating to prospective reimbursements. Focuses on Home Health Care of Greater…
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Notes that home health care is currently in a state of flux as it awaits major changes such as those relating to prospective reimbursements. Focuses on Home Health Care of Greater Newburyport. Looks at the history of this organization and the reasons behind the need to redesign. Considers factors relating to core process redesign. Concludes by outlining positive results of the redesign process.
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Baird K. Brightman and John W. Moran
Since every organization’s success is built on the participation and good work of its staff, this article advises leaders to view their organization as a country, and frames their…
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Since every organization’s success is built on the participation and good work of its staff, this article advises leaders to view their organization as a country, and frames their primary management challenge as creating “organizational citizenship”, defined as a voluntary consistent commitment to the goals, methods, and ultimate success of the organization. Most leadership strategies are designed to create specific business results; their effectiveness will depend on the creation of a culture of patriotism throughout the organization.
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.