This essay is about the management of changes within a big company. In this case it was a hospital and methods such as Kotter's 8-step model and Caluwe's colour model have been used. This has been taught at the NHTV/BUAS.
Samenvatting Making Sense of Change Management, 9780749496975 Change Management And Leadership
Change Management and Leadership Summary
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International Tourism Management
Change Management (CITM2.CHMA01)
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BRAVIS
Breda University of Applied Sciences – Carl Grefkens
Jana Zengerling
Elisa Scholz
Indra Eisma
Rafael Houtepen
10 January 2020
,Table of content
Chapter 1: Companies description: ........................................................................................................1
1.1 Organisational framework at Bravis Ziekenhuis ...........................................................................2
Chapter 2: Change plan (Kotter 8-step plan)..........................................................................................2
Chapter 3: Caluwé’s colour paradigms...................................................................................................3
Chapter 4: Interventions.........................................................................................................................4
Chapter 5: Support and resistance.........................................................................................................4
Chapter 6: Organizational culture...........................................................................................................4
Appendix I: Transcript.............................................................................................................................5
Appendix II: Coding Scheme ................................................................................................................11
References............................................................................................................................................15
Chapter 1: Companies description:
‘Bravis ziekenhuis’ is a merged organisation of two hospitals, with their
locations in Bergen op Zoom and Roosendaal. On 1st of January in 2015
the locations merged together onto one management and now operates
under the name of Bravis ziekenhuis. They stand for reliable care, quality
and personal attention.
Bravis Ziekenhuis has almost around 70 departments such as,
anaesthesiology, bariatric surgery, cardiology, dermatology,
physiotherapy, gynecology, cardiac rehabilitation, hygiene and infection
1
,prevention, pediatrics, hematology, speech therapy, neurology, rheumatology and many
more.
1.1 Organisational framework at Bravis Ziekenhuis
Chapter 2: Change plan (Kotter 8-step plan)
1. The sense of urgency was mainly provoked by understanding the benefits of having a
collaboration among the former hospitals. Though it might not have been an urgent
step to merge together, looking at a futuristic forecast this was the right decision to
act upon. As smaller hospitals are struggling and will continue to struggle because of
certain regulations, guidelines and laws. Expensive equipment and the necessity of
specialists to do a minimum amount of surgeries each year are examples of
obstacles for smaller hospitals. Nowadays it is important to have a wide range of
specialists. Moreover, hospitals rely on insurance companies and so do the patients.
If this cycle will interrupt, both stakes are in danger. In order to act upon these
scenarios the two hospitals merged together.
2. The two management teams and board of directors collated in order to have a
relatively smooth process.
3.
2
, 4. From the top down, the change was being announced through several channels.
Internal meetings and communication platforms were used. Furthermore, learning
sessions were organized for the employees to gain knowledge of the approach.
5.
6. Short-term wins were communicated via the internet platforms and celebrated within
the certain departments.
Chapter 3: Caluwé’s colour paradigms
‘Bravis ziekenhuis’ is a blue print thinking organization, as the management team acted out
of rational motivation, which means that the reasons were blue print based. The change was
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