The Theory and Practice of Change Management

Hayes, John C.

doi:10.1007/978-1-137-28902-5

Cited by 150 publications

(167 citation statements)

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“…19 We plan to undertake a similar survey 3 years after the model has been in effect in order to assess the changes in the frequency of physicians complaining of burnout. For this purpose, we will employ the McKinsey 7S model which is a management model developed by Robert H. Waterman, Jr and Tom Peters in the 1980s.…”

Section: Re Sultsmentioning

confidence: 99%

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Burnout and work‐life balance among pediatric cardiologists: A single center experience

Dasgupta

Dave

Mohl

et al. 2018

Congenital Heart Disease

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Background: Physicians are exposed to workplace factors that may result in acute or chronic stress resulting in burnout. This may impact the productivity and result in suboptimal patient care practices. Methods:We surveyed pediatric cardiology attending physicians at our institution to assess their perception of burnout and work-life balance using the Maslach Burnout Inventory and the Areas of Work-Life Survey. Results: Forty-five out of the 50 pediatric cardiology attendings responded to the survey. They were divided into 4 groups: Interventional/Electrophysiology [n = 3], Cardiac Intensive Care/Inpatient [n = 8], Non-Invasive Imaging [n = 6], and Outpatient [n = 28]. The Maslach Burnout Inventory demonstrated group-specific scores in the areas of emotional exhaustion, depersonalization, and personal accomplishment that were all significantly better than the general population. However, group-specific Areas of Work-Life Survey results demonstrated concerning findings with respect to the perception of work-life balance.Conclusions: Although the Maslach Burnout Inventory did not demonstrate significant burnout among the attending physicians, the Areas of Work-Life Survey results demonstrated reduced work engagement, which can impact patient care and lead to burnout in the future. Based on these results, we plan to implement strategies to help increase work engagement and improve overall organizational effectiveness. K E Y W O R D Sbalance, pediatric cardiology, worklife S U PP O RTI N G I N FO R M ATI O NAdditional supporting information may be found online in the Supporting Information section at the end of the article.

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Section: Re Sultsmentioning

confidence: 99%

“…The 7S's are structure, strategy, systems, skills, style, staff, and shared values. 19 We plan to undertake a similar survey 3 years after the model has been in effect in order to assess the changes in the frequency of physicians complaining of burnout.…”

Section: Re Sultsmentioning

confidence: 99%

Burnout and work‐life balance among pediatric cardiologists: A single center experience

Dasgupta

Dave

Mohl

et al. 2018

Congenital Heart Disease

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“…Innovation in this view is not only the result of a development but also includes the process towards achieving that development as well as its successful integration into its intended context. Innovation also involves a change of some kind although the change may not be radical or wholesale (Hayes 2014).…”

Section: An Innovation Ismentioning

confidence: 99%

“…Therefore, it involves changes at three levels: changes in teaching materials, syllabi or curricula; changes in teacher behaviour, such as techniques, approaches or activities; and changes in beliefs and principles which underlie new materials and approaches (Rea-Dickins & Germaine 1998). Hayes (2014) suggests that innovation is recognised differently depending on the context; i.e. what is regarded as an innovation in one context may not be seen as an innovation in another context.…”

Section: Innovation In Educationmentioning

confidence: 99%

Innovation in Language Learning and Teaching

2015

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“…Complex organizational life has become increasingly impermanent and transient because of the rapdily expanding scope of change (Hayes, 2002). Organizations constantly adapt to changes so as to achieve success and maintain competitive advantage (Boeker, 1997;Goksoy, Ozsoy, & Vayvay, 2012).…”

Section: Literature Review Organizational Changementioning

confidence: 99%

Effective Public Relations Leadership in Organizational Change: A Study of Multinationals in Mainland China

Luo

Jiang

2014

Journal of Public Relations Research

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This study explored the role of public relations leadership during organizational change in 3 multinationals in mainland China. Based on 40 in-depth interviews, the findings suggested that the leadership of public relations unit or function during organizational change was shown through coaching middle management to manage employee emotions, providing communication training to middle management, communicating and reinforcing shared visions for change, and managing the conflicts between middle management and top management regarding change rationales, planning, and procedures. The leadership role of public relations managers was enacted through consulting CEOs' communication styles, exerting upward influence in change management, and acting as the different voice when decision making for change was questionable. Results of the study extended existing public relations leadership scholarship and shed light on some tentative dimensions of public relations leadership during organizational change: (a) coaching emotion management, (b) educating communication knowledge and skills, (c) reinforcing shared visions, (d) resolving conflicts, (e) exerting upward influence, and (f) acting as a different voice. Limitations of this study and suggestions for future research are also discussed.

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The Theory and Practice of Change Management

Cited by 150 publications

References 0 publications

Burnout and work‐life balance among pediatric cardiologists: A single center experience

Burnout and work‐life balance among pediatric cardiologists: A single center experience

Innovation in Language Learning and Teaching

Effective Public Relations Leadership in Organizational Change: A Study of Multinationals in Mainland China

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