AN INVESTIGATION INTO THE MANAGEMENT OF CHANGE IN PRIVATE SECTOR HEALTHCARE ORGANISATIONS IN BANGLADESH: A MIXED METHOD INQUIRY BASED ON THE IMPLEMENTATION OF A NEW FRAMEWORK TO SUPPORT HEALTHCARE ORGANISATIONS

Yıl 2020, Cilt: 4 Sayı: 7, 232 - 257, 31.12.2020

Ali Ahmad Daba Chowdhury

Öz

The purpose of this research paper is to investigate into the management of change in private sector healthcare organisations in Bangladesh and developing framework to support healthcare organisations.
The study followed mixed methods research-convergent parallel design. The purposive sampling method were used to select the respondent which includes senior staffs. Semi-structured interviews were conducted with 10 individuals, asking about their views and perceptions about change management. Using Nvivo themes and subthemes were developed from the interviews. Clustered probability sampling methods used for the quantitative survey questionnaire and total 300 survey were conducted. Chi-square test and Spearman correlation analysis techniques were used to analyse data.
The results demonstrate that effective communication influenced sustained healthcare culture as well as overcome resistance to change. It is also very necessary to have clear understanding and good perception about individual goals that are involved in significant change.
The main point of this research is to advance the knowledge of the change management and change management within the private sector healthcare organisations in Bangladesh. Private sector healthcare organisations in Bangladesh is undergoing a significant change, mainly reform of the private sector policy. However, this research project is sought to understand and represent barrier, communication, resistance, and understanding of the change management by private sector healthcare organisations in Bangladesh.

Anahtar Kelimeler

change management., Organisational culture,, Organisational communications

Kaynakça

• Ackoff, L. (2016) The Art and Science of Mess Management, in Mabey, C. Mayon-White, B. (3rd Ed.), Managing Change. Paul Chapman Publishing, London, pp. 47-54.
• Allen, D., Benner, P. and Diekelmann, N. (1986) Three paradigms for nursing research: Methodological implications. In P. Chen (3rd Ed.), Nursing research methodology (pp. 23- 38). USA: Aspen.
• Appelbaum, S. H. and Wohl, L. (2016) Transformation or change: some prescriptions for health care organisations. Managing Service Quality, Vol. 10 No. 5, pp. 279-98.
• Armenakis, A. A., Harris, S. G. and Feild, H. S. (2013) Making change permanent: A model for institutionalizing change interventions. Research in Organisational Change and Development, vol. 12, pp. 97-128.
• Arrow, K. J. (2011) Uncertainty and the welfare economics of medical care. The American Economic Review. Vol. 53 No. 5, pp. 941-73.
• Ashurst, C. Hodges, J. (2017) Exploring Business Transformation: The Challenges of Developing a Benefits Realisation Capability. Journal of Change Management, 10, 2: 217-237.
• Balogun, J. and Hope Hailey, V. (2012) Exploring Strategic Change. (2nd Ed). London: Prentice Hall.
• Benders, J. and Van Hootegem, G. (2013) Teams and their context: moving the team discussion beyond existing dichotomies. Journal of Management Studies. Vol. 36 No. 5, pp. 609-28.
• Beer, M. and Nohria, N. (2011) Cracking the code of change. Harvard Business Review. May- June 2011, 1-8.
• Berlin, J. and Carlstrom, E. (2018) The 20 minutes team: a critical case study from the emergency room. Journal of Evaluation in Clinical Practice. Vol. 14 No. 4, pp. 569-576.
• Bordia, P., Hobman, E., Jones, E., Gallois, C. and Callan, V. J. (2014) Uncertainty during organizational change: Types, consequences and management strategies. Journal of Business and Psychology, Vol. 18, No. 4, pp. 507-532.
• Bryant, M. (2016) Talking about change: Understanding employee responses through qualitative research. Management Decision, 44, 246-258.
• Burke, W. W. and Trahant, W. (2012) Business climate shifts: Profile of change makers. Boston, MA: Butterworth Heinemann.
• Burnes, B. (2016) Managing change: a strategic approach to organisational dynamics. (4th Ed). Harlow: Prentice Hall. D’Ortenzio, C.
• Caldwell, R. (2013) Things fall apart: Discourses on agency and change in organizations. Human Relations, Vol. 58, pp. 83-105.
• Coch, L. and French, J. R. P. (2008) Overcoming Resistance to Change. Human Relations, vol. 1, no. 4, pp. 512-532.
• Carr, A. N. (2011) Understanding emotion and emotionality in the process of change. Journal of Organizational Change Management, 14(5), 421-436.
• Corsi, C. (2013) Innovation and market globalisation: The position of SME’s. Amsterdam: IOS Press.
• Daly, F. Teague, P. and Kitchen, P. (2013) Exploring the role of internal communication during organisational change. Corporate Communications: An International Journal, Vol. 8 No. 3, pp. 153-62.
• Daft, R. L. and Marcic, D. (2014) Understanding management (4th Ed.). Mason, OH: South- Western.
• Davis, F. D. (1999) Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. MIS Quarterly, 13(3): 319-340.
• Davis, F. D. R. P. Bagozzi and P. R. Warshaw (2017) User Acceptance of Computer Technology: A Comparison of Two Theoretical Models. Management Science 35(8): 982- 1003.
• De Ridder, J. (2013) Organisational communication and supportive employees. Human Resource Management Journal, Vol. 13 No. 4.
• Dent, E. and Goldberg, S. (2016) Challenging resistance to change. Journal of Applied Behavioural Science, 25-41.
• Dierks, R. G. (2017) Introduction to globalization: Political and economic perspectives for the new century. Lanham, MD: Rowman and Littlefield.
• Dubrin, A. J. and Ireland, R. D. (2013) Management and Organization. (2nd Ed.). Cincinnati, OH: South Western Publishing.
• Dunphy, D. C. and Stace, D. A. (2016) The strategic management of corporate change. Human Relations, 46(8), 905-918.
• Edmondsson, A. C. (2013) Speaking up in the operating room: how team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, Vol. 40 No. 6, pp. 1419-52.
• Elving, W. J. L. (2015) The role of communication in organisational change. Corporate Communications: An International Journal, Vol. 10, pp. 129-38.
• Ford, J. D. and Ford, L. W. (2014) Decoding Resistance to Change. Harvard Business Review, 87 (4).
• Franklin, E. and Aguenza, B. (2016) Obstacles, Resistance and Impact of Change in Organizations: An Examination of the Saudi Telecommunication Company, International Journal of Academic Research in Business and Social Sciences. 4, 287-298.
• Fullan, M. (2013) The complexity of the change process. In M. Fullan, (2nd Ed.), The challenge of school change: A collection of articles (pp.27-46). Cheltenham, VIC: Hawker Brownlow Education.
• Grunig, J. (2016) Excellence in Public Relations and Communication Management. Lawrence, Erlbaum Associates, Hillsdale, NJ, pp. 531-76.
• Hall, J. (2018) Interpersonal style and corporate climate, communication revisited. in Shotgren, J. A. (Ed.), Models for Management: The Structure of Competence, Telematics and International, Spring Valley, OH.
• Hamel, G. and Valikangas, L. (2018) The Quest for Resilience. Harvard Business Review, September 2018, pp. 52 - 62.
• Harshman, E. F. and Harshman, C. L. (2016) Communicating with employees: building on an ethical foundation. Journal of Business Ethics, Vol. 19 No. 1, pp. 3-19.
• Hatch, M. J. (2013) The dynamics of organisational structure. Academy of Management Review, Vol. 18 No. 4, pp. 657-93.
• Hayes, J. (2010) The theory and practice of change management (3rd Ed.). London: Palgrave Macmillan.
• Holmberg, L. (2017) Health-care Processes: A Study of Medical Problem-solving in the Swedish Health-care Organisation. Lund University Press, Lund.
• Hope, O. (2012) The Politics of Middle Management Sensemaking and Sense giving. Journal of Change Management, 10(2): 195-215.
• Hosking, D. M. and Anderson, N. R. (2013) Organizational Change and Innovation: Psychological Perspectives and Practices in Europe. Routledge, London.
• Johansson, C. Heide, M. (2018) Speaking of change: three communication approaches in studies of organizational change. Corporate Communications: An International Journal, Vol. 13 Issue: 3, pp.288-305.
• Kanter, R. M. (2013) The change masters: Corporate entrepreneurs at work. London: George Allen and Unwin.
• Kitchen, P. J. and Daly, F. (2012) Internal Communication during change management. Corporate Communications: An International Journal, vol. 7, issue 1, pp. 46-53.
• Klein, S. M (2015) A management communication strategy for change. Journal of Organizational Change Management, Vol. 9 Issue: 2, pp.32-46, https://doi.org/10.1108/09534819610113720.
• Kotter, J. P. (2016) Leading change: A conversation with John P. Kotter. Strategy and Leadership, 25(1), 18-23.
• Lawrence, P. R. (2009) How to Deal with Resistance to Change. Harvard Business Review, (May/June), pp. 49-57.
• Lewin, K. (2001) Cultural reconstruction. In G. W. Lewin (Ed.), Resolving social conflicts (pp. 34–42). New York: Harper & Row.
• Lewis, L. K. and Seibold, D. R. (2016) Communication during Intraorganizational Innovation Adoption: Predicting Users Behavioural Coping Responses to Innovations in Organizations. Communication Monographs, vol. 63.
• Lipitt, M. (2017) Say what you mean, mean what you say. Journal of Business Strategy, Vol. 19 No. 4, pp. 18-20.
• Macredie R. D. Sandom C. Paul R. J. (2012) Modelling for change: an information systems perspective on change management models. In R. Macredie and D. Anketell. (2nd Ed.). Modelling for added value (pp. 3- 16). London: Springer.
• Martin, J. (2012) Cultures in Organizations: Three Perspectives, Oxford University Press, Oxford.
• Maurer, R. (2017) Using resistance to build support for change. The Journal for Quality and Participation, 19 (3), pp. 56-66.
• Mead, R. (2005) International Management: Cross-cultural dimensions (3rd Ed.). Victoria: Blackwell Publishing.
• Mintzberg, H. (2013) Of strategies, deliberate or emergent. Strategic Management Journal. pp.257-272.
• Newton, R. (2017) Managing change step by step: All you need to build a plan and make it happen. Harlow, England: Pearson Education Limited.
• Ojiako, U. Maguire, S. (2018) Success criteria for systems led transformation: Managerial implications for global operations management. Journal of Industrial Management and Data Systems, Vol. 108, No. 7, pp. 887-908.
• Oreg, S. (2017) Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 88, 680-693.
• Ouchi, W.G. (2017) The relationship between organisational structure and organisational control. Administrative Science Quarterly, Vol. 22 No. 1, pp. 96-113.
• Pettigrew, A. M. Woodman, R. W. and Cameron, K. S. (2011) Studying organizational change and development: Challenges for future research. Academy of Management Journal, 44 (4), 697-713.
• Proctor and Doukakis, (2013) Change management, the role of internal communication, corporate communication: An international journal, Vol-8 No-4, 268-277.
• Richardson, M. (2012) Globalisation and trade liberalisation. London: Sage.
• Robbins, S. P. (2016) Organizational Behaviour: Concepts, Controversies, Applications. (7th Ed.). Englewood Cliffs, NJ: Prentice-Hall.
• Robertson, P. J. Roberts, D. R. and Porras, J. I. (2013) Dynamics of planned organisational change: assessing empirical support for a theoretical model. Academy of Management Journal, Vol. 36 No. 3, pp. 619-34.
• Scott, T., Mannion, R. Davies, H. T. O. and Marshall, M. N. (2013) Implementing culture change in health care: theory and practice. International Journal for Quality in Health Care, Vol. 15 No. 2, pp. 111-8.
• Sheil, C. (2011) Globalization: Australian Impacts. Sydney: University of New South Wales Press Ltd.
• Sinclair, A. (2011) After excellence, models of organizational culture for the public sector. Australian Journal of Public Administration, Vol. 50 No. 3, pp. 321-32.
• Spiker, B. K. and Lesser, E. (2011) We have met the enemy. Journal of Business Strategy, Vol. 16 No. 2, pp. 17-21.
• Stewart, J. and Kringas, P. (2003) Change management – strategy and values. Six case studies from the Australian public sector. University of Canberra, ACT: Centre for Research in Public Sector Management.
• Strebel, P. (2016) Why Do Employees Resist Change? Harvard Business Review, May-Jun.
• Street, A. and Blackford, J. (2011) Communications issues for the interdisciplinary community palliative care team. Journal of Clinical Nursing, Vol. 19 No. 5, pp. 643-50.
• Szamosi, L. T. and Duxbury, L. (2012) Development of a measure to assess organizational change. Journal of Organizational Change Management, 15(2), 184-201.
• Teddlie, C., & Yu, F. (2007). Mixed methods sampling: A typology with examples. Journal of Mixed Methods Research, 1(1), 77-100. DOI 10.1177/1558689806292430.
• Trader-leigh, K. E. (2002) Case study, identifying resistance in managing change. Journal of Organization Change Management, Vol.15, Iss.2, p.139.
• Waddell, D. and Sohal, A. S. (2016) Resistance: a constructive tool for change management. Journal of Management Decision, 36 (8), pp. 543-548.
• Xiao, Y. Plasters, C. Seagull, J. and Moss, J. A. (2011) Cultural and institutional conditions for high reliability teams. Journal of Systems, Man and Cybernetics, Vol. 3, pp. 2580-5.