[Re- Establishment Of A Satellite Outpatient Psychiatric Clinic]

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ACKNOWLEDGEMENT

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

Signed __________________ Date _________________

Asbtract

Management literature frequently proposes the use of a set of managerial practices in order to facilitate the management of organizational change processes. This paper analyses differences in perception in the use of such practices, between change strategists and change receptors, and the impact these practices have on the outcomes of organizational change programs and on organizational results. Results show that, for the same change processes, change strategists report a higher use of change management practices than change receptors. Results also show that, during organizational change processes, firms use more frequently practices related to the change preparation stage in comparison to practices related to the change implementation stage. Finally, results show that, after controlling for organizational size, change program intensity, and service versus manufacturing industries, the use of change management practices has a significant impact on the accomplishment of the change program objectives and deadlines, but results do not show an impact on perceived organizational outcomes (changes in sales, financial results of the firm, operational productivity, and employee performance).

TABLE OF CONTENTS

ACKNOWLEDGEMENT2

DECLARATION3

ASBTRACT4

CHAPTER 3: METHODOLOGY6

Kotter Change Model6

Step 1: Create Urgency6

Step 2: Form a Powerful Coalition7

Step 3: Create a Vision for Change7

Step 4: Communicate the Vision8

Step 5: Remove Obstacles9

Step 6: Create Short-term Wins9

Step 7: Build on the Change10

Step 8: Anchor the Changes in Corporate Culture11

Subjects and Procedure13

CHAPTER 4: RESULTS AND ANALYSIS14

Characteristics of the Patients14

Characteristics of Consultation15

Psychiatric Diagnosis16

Psychiatric Interventions18

Analysis23

Effective Leadership And The Enactment Of Planned Organizational Change35

Communicating the Need for Organizational Change37

Mobilizing Others to Accept Change38

Evaluating Change Project Implementation39

Effectiveness at Person-Oriented Behaviors40

Effectiveness At Task-Oriented Behaviors41

Project Type43

Efficiency44

Adaptation45

CHAPTER 5: CONCLUSION48

REFERENCES50

CHAPTER 3: METHODOLOGY

Kotter Change Model

There are many theories about how to "do" change. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, "Leading Change." We look at his eight steps for leading change below.

Step 1: Create Urgency

For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.

This isn't simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.

What you can do:

Identify potential threats, and develop scenarios showing what could happen in the future.

Examine opportunities that should be, or could ...