Book contents
- Frontmatter
- Contents
- List of contributors
- Foreword
- Preface
- 1 Managing change in perioperative education
- 2 The role of the operating department manager within the context of the organization
- 3 Action learning: a new way of problem solving in perioperative settings
- 4 Agenda for change: what do theatre staff need to know?
- 5 The SWOT analysis: its place in strategic planning in a modern operating department
- 6 Corporate governance: setting the scene for perioperative practice
- 7 Managing different cultures: adversity and diversity in the perioperative environment
- 8 Leadership in perioperative settings: a practical guide
- 9 Management and leadership of advanced practice
- 10 Managing conflict in perioperative settings
- 11 The management and organization of emergency operating lists
- 12 Organizational culture
- 13 Development matters in the NHS; including a perioperative approach to the KSF
- 14 Equipment procurement: a purchaser's guide for theatre managers
- 15 The reflective practitioner in perioperative settings
- 16 New ways of working in perioperative practice
- 17 Damned if you do and damned if you don't: whistle blowing in perioperative practice
- 18 A manager's experience of recruitment and retention
- 19 The management of change
- Index
- References
This chapter is part of a book that is no longer available to purchase from Cambridge Core
19 - The management of change
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Book contents
- Frontmatter
- Contents
- List of contributors
- Foreword
- Preface
- 1 Managing change in perioperative education
- 2 The role of the operating department manager within the context of the organization
- 3 Action learning: a new way of problem solving in perioperative settings
- 4 Agenda for change: what do theatre staff need to know?
- 5 The SWOT analysis: its place in strategic planning in a modern operating department
- 6 Corporate governance: setting the scene for perioperative practice
- 7 Managing different cultures: adversity and diversity in the perioperative environment
- 8 Leadership in perioperative settings: a practical guide
- 9 Management and leadership of advanced practice
- 10 Managing conflict in perioperative settings
- 11 The management and organization of emergency operating lists
- 12 Organizational culture
- 13 Development matters in the NHS; including a perioperative approach to the KSF
- 14 Equipment procurement: a purchaser's guide for theatre managers
- 15 The reflective practitioner in perioperative settings
- 16 New ways of working in perioperative practice
- 17 Damned if you do and damned if you don't: whistle blowing in perioperative practice
- 18 A manager's experience of recruitment and retention
- 19 The management of change
- Index
- References
Summary
Key Learning Points
Understand models of change that describe the stages or phases required to implement change
Appreciate the tools and methods available to help in making changes
Understand the basic steps in planning, organizing and executing a change management project
Introduction
Charles Handy is one of Britain's most prolific writers on the management of change. Handy's vision in 1976 was that organizations were set to change at an unprecedented rate (Handy 1993). History has supported this view and, consequently, ‘effective management’ and the ‘management of change’ can be seen as virtually synonymous.
The simplest way to make a change is sometimes just to do it. Sometimes, people will just say ‘Great idea, lets get on with it then!’ However, intuition alone may not always be enough, and planning can help to ensure that change happens the most effective way for the results that are required.
Modern organizations have to learn to change quickly and often in order to survive, often downsizing or being forced to become more effective in the process (Handy 1989). The primary task for all healthcare managers is to improve the quality of services while working within tight financial constraints. Management is no longer about maintaining the status quo – it is much more about stimulating change and encouraging innovation to make improvements (Burnes 2000).
Information
- Type
- Chapter
- Information
- Core Topics in Operating Department PracticeLeadership and Management, pp. 159 - 175Publisher: Cambridge University PressPrint publication year: 2009
References
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(1986). Change and Innovation: A Challenge for the NHS. London: Institute of Health Services Management.Google Scholar
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