Change Management is a holistic system that requires involvement by Senior Management, Change Managers, Managers and employees to make the whole change successful.The “art” of managing change is all about pro actively positioning an organization to be ready, willing, able to successfully adopt the business change being implemented. Its acknowledging that resistance to change is natural, and pro actively identifying and mitigating the causes.
The Impact of Transformational Leadership on Organizational Change Management...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Change Management is a holistic system that requires involvement by Senior Management, Change Managers, Managers and employees to make the whole change successful.The “art” of managing change is all about pro actively positioning an organization to be ready, willing, able to successfully adopt the business change being implemented. Its acknowledging that resistance to change is natural, and pro actively identifying and mitigating the causes.
The Impact of Transformational Leadership on Organizational Change Management...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Case study - Strategic change management - Organizational Change and Develop...manumelwin
Scenario #1 refers to Bell Canada’s Zero Waste program, which successfully changed wasteful employee behaviours by altering the causes of those behaviours.
1
QUALITY IMPROVEMENT STUDENT PROJECT PROPOSAL:
IMPROVING HANDOFFS IN SAN FRANCISCO GENERAL
HOSPTITAL’S EMERGENCY DEPARTMENT
TMIT Student Projects QuickStart Package ™
1. BACKGROUND
Setting: Emergency departments are “high-risk” contexts; they are over-crowded and
overburdened, which can lead to treatment delays, patients leaving without being seen by a
clinician, and inadequate patient hand-offs during changing shifts and transfers to different
hospital services (Apker et al., 2007). This project will focus on the Emergency Departments in
county hospitals, specifically San Francisco General Hospital. SFGH has the only Trauma Center
(Level 1) available for the over 1.5 million people living and working in San Francisco County
(SFGH website)
Health Care Service: This paper will focus on intershift transfers, the process of transferring a
patient between two providers at the end of a shift, which can pose a major challenge in a busy
emergency department setting.
Problem: According to the Joint Commission on Accreditation of Healthcare Organizations
(JCAHO), poor communication between providers is the root cause of most sentinel events,
medical mistakes, and ‘‘near misses.” Furthermore, a recent survey of 264 emergency
department physicians noted that 30% of respondents reported an adverse event or near miss
related to ED handoffs (Horwitz, 2008). A similar survey notes that 73.5% of hand-offs occur in
a common area within the ED, 89.5% of respondents stated that there was no uniform written
policy regarding patient sign-out, and 50.3% of those surveyed reported that physicians sign out
2
patient details verbally only (Sinha et al., 2007). At SFGH, handoffs occur in the middle of the
ED hallway, usually next to a patient’s gurney. Sign-out is dependent on the Attending and
Residents on a particular shift; thus, it is non-uniform, and hand-offs are strictly verbal.
Barriers to Quality: In a 2005 article in Academic Medicine, four major barriers to effective
handoffs were identified: (1) the physical setting, (2) the social setting, and (3) communication
barriers. Most of these barriers are present during intershift transfers at SFGH. The physical
setting is usually in a hallway, next to a whiteboard, never in private. Presentations are frequently
interrupted, and background noise is intense from the chaos of an overcrowded emergency room.
Attendings frequently communicate with each other and assume that the resident can hear them.
Solet et al. suggests that Residents are unlikely to ask questions during a handoff if the
information is coming from an Attending physician. All transfers are verbal, none are
standardized, and time pressures are well known, since sign-out involves all working physicians
in the ED at one time.
2. THE INTERVENTION
The Institute for Health Care Improvement (IHI) lays out several steps for conducting a quality
improvement ...
1
QQUALITY IMPROVEMENT STUDENT PROJECT PROPOSAL:
IMPROVING HANDOFFS IN SAN FRANCISCO GENERAL
HOSPTITAL’S EMERGENCY DEPARTMENT
TMIT Student Projects QuickStart Package ™
1. BACKGROUND
Setting: Emergency departments are “high-risk” contexts; they are over-crowded and
overburdened, which can lead to treatment delays, patients leaving without being seen by a
clinician, and inadequate patient hand-offs during changing shifts and transfers to different
hospital services (Apker et al., 2007). This project will focus on the Emergency Departments in
county hospitals, specifically San Francisco General Hospital. SFGH has the only Trauma Center
(Level 1) available for the over 1.5 million people living and working in San Francisco County
(SFGH website)
Health Care Service: This paper will focus on intershift transfers, the process of transferring a
patient between two providers at the end of a shift, which can pose a major challenge in a busy
emergency department setting.
Problem: According to the Joint Commission on Accreditation of Healthcare Organizations
(JCAHO), poor communication between providers is the root cause of most sentinel events,
medical mistakes, and ‘‘near misses.” Furthermore, a recent survey of 264 emergency
department physicians noted that 30% of respondents reported an adverse event or near miss
related to ED handoffs (Horwitz, 2008). A similar survey notes that 73.5% of hand-offs occur in
a common area within the ED, 89.5% of respondents stated that there was no uniform written
policy regarding patient sign-out, and 50.3% of those surveyed reported that physicians sign out
2
patient details verbally only (Sinha et al., 2007). At SFGH, handoffs occur in the middle of the
ED hallway, usually next to a patient’s gurney. Sign-out is dependent on the Attending and
Residents on a particular shift; thus, it is non-uniform, and hand-offs are strictly verbal.
Barriers to Quality: In a 2005 article in Academic Medicine, four major barriers to effective
handoffs were identified: (1) the physical setting, (2) the social setting, and (3) communication
barriers. Most of these barriers are present during intershift transfers at SFGH. The physical
setting is usually in a hallway, next to a whiteboard, never in private. Presentations are frequently
interrupted, and background noise is intense from the chaos of an overcrowded emergency room.
Attendings frequently communicate with each other and assume that the resident can hear them.
Solet et al. suggests that Residents are unlikely to ask questions during a handoff if the
information is coming from an Attending physician. All transfers are verbal, none are
standardized, and time pressures are well known, since sign-out involves all working physicians
in the ED at one time.
2. THE INTERVENTION
The Institute for Health Care Improvement (IHI) lays out several steps for conducting a quality
improvement ...
110 Project Management Journal ■ DOI 10.1002pmj TEBenitoSumpter862
110 Project Management Journal ■ DOI: 10.1002/pmj
T
E
A
C
H
IN
G
C
A
S
E
S
T
U
D
IE
S Dealing with Uncertainty and Ambiguity
in a Complex Project: The Case
of Intravenous (IV) Pumps in a
Healthcare Center
Monique Aubry, School of Business and Management, Université du Québec à Montréal,
Montréal, Canada
Madeline Boulay-Bolduc, Project Manager, retired, McGill University Health Center (MUHC)
Marie-Claire Richer, Associate General Manager, CIUSSS de l’Ouest de l’île de Montréal
Mélanie Lavoie-Tremblay, Ingram School of Nursing, McGill University
A University Hospital for the 21st Century
In 2008, the Quebec government approved a CAD$2.3 bil-
lion budget to build a modern academic healthcare facil-
ity that would provide state-of-the-art, highly specialized
healthcare services to the Montreal population and to a
broader community of 1.7 million Quebecers scattered
from Nunavik to the U.S. border. The new facility would
house a great part but not all of the McGill University
Health Center (MUHC) activities.
The opening of the Glen site in 2015 was the con-
clusion of a multifaceted project involving hundreds of
workers, over a period of close to eight years. The physical
architecture conveyed only a glimpse of the complexity
and magnitude of this redevelopment project, much of
which resided ‘within its walls,’ where clinical teams from
different hospitals needed to prepare to work together day
one after the move. The programs and activities of the
two larger general hospitals, the Royal Victoria and the
Montreal General, had to be reconfigured and redeployed,
which required many teams to merge and many clinical
practices to be harmonized. In addition, throughout the
organization, many major clinical and administrative pro-
cesses had to be streamlined and optimized to meet the
expectations set for the new MUHC.
The physical move to the new Glen site of the MUHC
took place between April and June of 2015 and represented
the largest hospital move in Canadian history. A total of
273 patients were transferred, a very complex task. The
Royal Victoria Hospital, the Montreal Children’s Hospital,
and the Montreal Chest Institute sites closed down, while
the reconfigured Montreal General Hospital, the NEURO,
and the Lachine Hospital remained on their existing site.
A Turning Point: The Creation of the
Transition Support Office
In preparation for this redevelopment project, MUHC
executives visited hospitals in Europe and in the United
States that had undergone similar redevelopment projects.
What they learned was alarming: close to 50% of managers
had resigned from their position in the months follow-
ing the move. Testimonials pointed to a lack of dedicated
resources to support clinicians and managers in preparing
this major transformation. Typically the time needed to
prepare for the transformation was scheduled very late in
the process, as part of the move planning activities. This
situation led ...
110 Project Management Journal ■ DOI 10.1002pmj TESantosConleyha
110 Project Management Journal ■ DOI: 10.1002/pmj
T
E
A
C
H
IN
G
C
A
S
E
S
T
U
D
IE
S Dealing with Uncertainty and Ambiguity
in a Complex Project: The Case
of Intravenous (IV) Pumps in a
Healthcare Center
Monique Aubry, School of Business and Management, Université du Québec à Montréal,
Montréal, Canada
Madeline Boulay-Bolduc, Project Manager, retired, McGill University Health Center (MUHC)
Marie-Claire Richer, Associate General Manager, CIUSSS de l’Ouest de l’île de Montréal
Mélanie Lavoie-Tremblay, Ingram School of Nursing, McGill University
A University Hospital for the 21st Century
In 2008, the Quebec government approved a CAD$2.3 bil-
lion budget to build a modern academic healthcare facil-
ity that would provide state-of-the-art, highly specialized
healthcare services to the Montreal population and to a
broader community of 1.7 million Quebecers scattered
from Nunavik to the U.S. border. The new facility would
house a great part but not all of the McGill University
Health Center (MUHC) activities.
The opening of the Glen site in 2015 was the con-
clusion of a multifaceted project involving hundreds of
workers, over a period of close to eight years. The physical
architecture conveyed only a glimpse of the complexity
and magnitude of this redevelopment project, much of
which resided ‘within its walls,’ where clinical teams from
different hospitals needed to prepare to work together day
one after the move. The programs and activities of the
two larger general hospitals, the Royal Victoria and the
Montreal General, had to be reconfigured and redeployed,
which required many teams to merge and many clinical
practices to be harmonized. In addition, throughout the
organization, many major clinical and administrative pro-
cesses had to be streamlined and optimized to meet the
expectations set for the new MUHC.
The physical move to the new Glen site of the MUHC
took place between April and June of 2015 and represented
the largest hospital move in Canadian history. A total of
273 patients were transferred, a very complex task. The
Royal Victoria Hospital, the Montreal Children’s Hospital,
and the Montreal Chest Institute sites closed down, while
the reconfigured Montreal General Hospital, the NEURO,
and the Lachine Hospital remained on their existing site.
A Turning Point: The Creation of the
Transition Support Office
In preparation for this redevelopment project, MUHC
executives visited hospitals in Europe and in the United
States that had undergone similar redevelopment projects.
What they learned was alarming: close to 50% of managers
had resigned from their position in the months follow-
ing the move. Testimonials pointed to a lack of dedicated
resources to support clinicians and managers in preparing
this major transformation. Typically the time needed to
prepare for the transformation was scheduled very late in
the process, as part of the move planning activities. This
situation led ...
Case study - Strategic change management - Organizational Change and Develop...manumelwin
Scenario #1 refers to Bell Canada’s Zero Waste program, which successfully changed wasteful employee behaviours by altering the causes of those behaviours.
1
QUALITY IMPROVEMENT STUDENT PROJECT PROPOSAL:
IMPROVING HANDOFFS IN SAN FRANCISCO GENERAL
HOSPTITAL’S EMERGENCY DEPARTMENT
TMIT Student Projects QuickStart Package ™
1. BACKGROUND
Setting: Emergency departments are “high-risk” contexts; they are over-crowded and
overburdened, which can lead to treatment delays, patients leaving without being seen by a
clinician, and inadequate patient hand-offs during changing shifts and transfers to different
hospital services (Apker et al., 2007). This project will focus on the Emergency Departments in
county hospitals, specifically San Francisco General Hospital. SFGH has the only Trauma Center
(Level 1) available for the over 1.5 million people living and working in San Francisco County
(SFGH website)
Health Care Service: This paper will focus on intershift transfers, the process of transferring a
patient between two providers at the end of a shift, which can pose a major challenge in a busy
emergency department setting.
Problem: According to the Joint Commission on Accreditation of Healthcare Organizations
(JCAHO), poor communication between providers is the root cause of most sentinel events,
medical mistakes, and ‘‘near misses.” Furthermore, a recent survey of 264 emergency
department physicians noted that 30% of respondents reported an adverse event or near miss
related to ED handoffs (Horwitz, 2008). A similar survey notes that 73.5% of hand-offs occur in
a common area within the ED, 89.5% of respondents stated that there was no uniform written
policy regarding patient sign-out, and 50.3% of those surveyed reported that physicians sign out
2
patient details verbally only (Sinha et al., 2007). At SFGH, handoffs occur in the middle of the
ED hallway, usually next to a patient’s gurney. Sign-out is dependent on the Attending and
Residents on a particular shift; thus, it is non-uniform, and hand-offs are strictly verbal.
Barriers to Quality: In a 2005 article in Academic Medicine, four major barriers to effective
handoffs were identified: (1) the physical setting, (2) the social setting, and (3) communication
barriers. Most of these barriers are present during intershift transfers at SFGH. The physical
setting is usually in a hallway, next to a whiteboard, never in private. Presentations are frequently
interrupted, and background noise is intense from the chaos of an overcrowded emergency room.
Attendings frequently communicate with each other and assume that the resident can hear them.
Solet et al. suggests that Residents are unlikely to ask questions during a handoff if the
information is coming from an Attending physician. All transfers are verbal, none are
standardized, and time pressures are well known, since sign-out involves all working physicians
in the ED at one time.
2. THE INTERVENTION
The Institute for Health Care Improvement (IHI) lays out several steps for conducting a quality
improvement ...
1
QQUALITY IMPROVEMENT STUDENT PROJECT PROPOSAL:
IMPROVING HANDOFFS IN SAN FRANCISCO GENERAL
HOSPTITAL’S EMERGENCY DEPARTMENT
TMIT Student Projects QuickStart Package ™
1. BACKGROUND
Setting: Emergency departments are “high-risk” contexts; they are over-crowded and
overburdened, which can lead to treatment delays, patients leaving without being seen by a
clinician, and inadequate patient hand-offs during changing shifts and transfers to different
hospital services (Apker et al., 2007). This project will focus on the Emergency Departments in
county hospitals, specifically San Francisco General Hospital. SFGH has the only Trauma Center
(Level 1) available for the over 1.5 million people living and working in San Francisco County
(SFGH website)
Health Care Service: This paper will focus on intershift transfers, the process of transferring a
patient between two providers at the end of a shift, which can pose a major challenge in a busy
emergency department setting.
Problem: According to the Joint Commission on Accreditation of Healthcare Organizations
(JCAHO), poor communication between providers is the root cause of most sentinel events,
medical mistakes, and ‘‘near misses.” Furthermore, a recent survey of 264 emergency
department physicians noted that 30% of respondents reported an adverse event or near miss
related to ED handoffs (Horwitz, 2008). A similar survey notes that 73.5% of hand-offs occur in
a common area within the ED, 89.5% of respondents stated that there was no uniform written
policy regarding patient sign-out, and 50.3% of those surveyed reported that physicians sign out
2
patient details verbally only (Sinha et al., 2007). At SFGH, handoffs occur in the middle of the
ED hallway, usually next to a patient’s gurney. Sign-out is dependent on the Attending and
Residents on a particular shift; thus, it is non-uniform, and hand-offs are strictly verbal.
Barriers to Quality: In a 2005 article in Academic Medicine, four major barriers to effective
handoffs were identified: (1) the physical setting, (2) the social setting, and (3) communication
barriers. Most of these barriers are present during intershift transfers at SFGH. The physical
setting is usually in a hallway, next to a whiteboard, never in private. Presentations are frequently
interrupted, and background noise is intense from the chaos of an overcrowded emergency room.
Attendings frequently communicate with each other and assume that the resident can hear them.
Solet et al. suggests that Residents are unlikely to ask questions during a handoff if the
information is coming from an Attending physician. All transfers are verbal, none are
standardized, and time pressures are well known, since sign-out involves all working physicians
in the ED at one time.
2. THE INTERVENTION
The Institute for Health Care Improvement (IHI) lays out several steps for conducting a quality
improvement ...
110 Project Management Journal ■ DOI 10.1002pmj TEBenitoSumpter862
110 Project Management Journal ■ DOI: 10.1002/pmj
T
E
A
C
H
IN
G
C
A
S
E
S
T
U
D
IE
S Dealing with Uncertainty and Ambiguity
in a Complex Project: The Case
of Intravenous (IV) Pumps in a
Healthcare Center
Monique Aubry, School of Business and Management, Université du Québec à Montréal,
Montréal, Canada
Madeline Boulay-Bolduc, Project Manager, retired, McGill University Health Center (MUHC)
Marie-Claire Richer, Associate General Manager, CIUSSS de l’Ouest de l’île de Montréal
Mélanie Lavoie-Tremblay, Ingram School of Nursing, McGill University
A University Hospital for the 21st Century
In 2008, the Quebec government approved a CAD$2.3 bil-
lion budget to build a modern academic healthcare facil-
ity that would provide state-of-the-art, highly specialized
healthcare services to the Montreal population and to a
broader community of 1.7 million Quebecers scattered
from Nunavik to the U.S. border. The new facility would
house a great part but not all of the McGill University
Health Center (MUHC) activities.
The opening of the Glen site in 2015 was the con-
clusion of a multifaceted project involving hundreds of
workers, over a period of close to eight years. The physical
architecture conveyed only a glimpse of the complexity
and magnitude of this redevelopment project, much of
which resided ‘within its walls,’ where clinical teams from
different hospitals needed to prepare to work together day
one after the move. The programs and activities of the
two larger general hospitals, the Royal Victoria and the
Montreal General, had to be reconfigured and redeployed,
which required many teams to merge and many clinical
practices to be harmonized. In addition, throughout the
organization, many major clinical and administrative pro-
cesses had to be streamlined and optimized to meet the
expectations set for the new MUHC.
The physical move to the new Glen site of the MUHC
took place between April and June of 2015 and represented
the largest hospital move in Canadian history. A total of
273 patients were transferred, a very complex task. The
Royal Victoria Hospital, the Montreal Children’s Hospital,
and the Montreal Chest Institute sites closed down, while
the reconfigured Montreal General Hospital, the NEURO,
and the Lachine Hospital remained on their existing site.
A Turning Point: The Creation of the
Transition Support Office
In preparation for this redevelopment project, MUHC
executives visited hospitals in Europe and in the United
States that had undergone similar redevelopment projects.
What they learned was alarming: close to 50% of managers
had resigned from their position in the months follow-
ing the move. Testimonials pointed to a lack of dedicated
resources to support clinicians and managers in preparing
this major transformation. Typically the time needed to
prepare for the transformation was scheduled very late in
the process, as part of the move planning activities. This
situation led ...
110 Project Management Journal ■ DOI 10.1002pmj TESantosConleyha
110 Project Management Journal ■ DOI: 10.1002/pmj
T
E
A
C
H
IN
G
C
A
S
E
S
T
U
D
IE
S Dealing with Uncertainty and Ambiguity
in a Complex Project: The Case
of Intravenous (IV) Pumps in a
Healthcare Center
Monique Aubry, School of Business and Management, Université du Québec à Montréal,
Montréal, Canada
Madeline Boulay-Bolduc, Project Manager, retired, McGill University Health Center (MUHC)
Marie-Claire Richer, Associate General Manager, CIUSSS de l’Ouest de l’île de Montréal
Mélanie Lavoie-Tremblay, Ingram School of Nursing, McGill University
A University Hospital for the 21st Century
In 2008, the Quebec government approved a CAD$2.3 bil-
lion budget to build a modern academic healthcare facil-
ity that would provide state-of-the-art, highly specialized
healthcare services to the Montreal population and to a
broader community of 1.7 million Quebecers scattered
from Nunavik to the U.S. border. The new facility would
house a great part but not all of the McGill University
Health Center (MUHC) activities.
The opening of the Glen site in 2015 was the con-
clusion of a multifaceted project involving hundreds of
workers, over a period of close to eight years. The physical
architecture conveyed only a glimpse of the complexity
and magnitude of this redevelopment project, much of
which resided ‘within its walls,’ where clinical teams from
different hospitals needed to prepare to work together day
one after the move. The programs and activities of the
two larger general hospitals, the Royal Victoria and the
Montreal General, had to be reconfigured and redeployed,
which required many teams to merge and many clinical
practices to be harmonized. In addition, throughout the
organization, many major clinical and administrative pro-
cesses had to be streamlined and optimized to meet the
expectations set for the new MUHC.
The physical move to the new Glen site of the MUHC
took place between April and June of 2015 and represented
the largest hospital move in Canadian history. A total of
273 patients were transferred, a very complex task. The
Royal Victoria Hospital, the Montreal Children’s Hospital,
and the Montreal Chest Institute sites closed down, while
the reconfigured Montreal General Hospital, the NEURO,
and the Lachine Hospital remained on their existing site.
A Turning Point: The Creation of the
Transition Support Office
In preparation for this redevelopment project, MUHC
executives visited hospitals in Europe and in the United
States that had undergone similar redevelopment projects.
What they learned was alarming: close to 50% of managers
had resigned from their position in the months follow-
ing the move. Testimonials pointed to a lack of dedicated
resources to support clinicians and managers in preparing
this major transformation. Typically the time needed to
prepare for the transformation was scheduled very late in
the process, as part of the move planning activities. This
situation led ...
EVIDENCE- BASED PRACTICE PROPOSAL SECTION A2EVIDENCE- BASED PR.docxSANSKAR20
EVIDENCE- BASED PRACTICE PROPOSAL SECTION A:2
EVIDENCE- BASED PRACTICE PROPOSAL SECTION A:7
Running head: EVIDENCE- BASED PRACTICE PROPOSAL SECTION A:1
Evidence- Based Practice Proposal- Section A: Organizational Culture and Readiness Assessment
Evidence based practice (EBP) should be fundamental in every healthcare setting in the sense that it ensures decisions based on the best evidence integrated with clinical experience and the various expectations of patients within the healthcare setting (Gale & Schaffer, 2009). The main objective and aim in evidence-based practice protocols are to integrate the clinical expertise with the patient’s perspective and the scientific evidence in a bid to provide efficient and high quality healthcare services which are based on the needs, values, interests and culture of the patients served by the healthcare organization in question. It should be noted that evidence- based practice is essential as it does integrate the perspective of the patient, including values and culture in providing higher quality healthcare supported by research and scientific evidence (Gale & Schaffer, 2009). In essence it ensures the provision of quality and reliability of the healthcare services provided within the healthcare setting.
In regards to the healthcare organization I am currently employed by, and would opt for the implementation of EBP in, the organization is ready for the implementation of EBP in the sense that all stakeholders are in support of implementation of EBP protocols in the various units. Considering the fact that my organization is a very small critical access hospital in rural Georgia, with very limited resources, the organization is ready to fully adopt EBP. All stakeholders believe that such implementation is critical and vital for ensuring quality, and reliable healthcare service that is comprehensive and not only meets but exceeds the needs and expectations of our clients.
According to the survey, some respondents were in full support of the implantation of EBP, while others were not. It should be noted that the category scores for the survey varied due to the fact that respondents had a varied degree of preference when it comes to the implementation of EBP, and changes to practice within the facility. Most respondents responded higher in areas pertaining to changes in providing educational strategies according to EBP guidelines (Melnyk & Fineout-Overholt, 2015). Incorporating EBP within the facility basically requires all the organizational stakeholders to develop a culture of openness and inquiry since such implementation provides very clear parameters for quality and efficient care (Melnyk & Fineout-Overholt, 2015). Some of the notable barriers to the full implementation of EBP include lack of managerial commitment to the full implementation, lack of resources due to the size and financial situation of the facility. Above all lack of interest of upper management to assist staff in ...
Shared By The Many: Advances in technology are allowing for the provision of affordable, decentralized healthcare for the masses and are lowering the barriers to entry in less developed markets.
The analysis in PSFK’s Future of Health Report has yielded a number of insights, the most evident of which is mobile technology as a catalyst for change. The mobile phone and connected tablet computer are allowing for the distribution of a broad range of medical and support services. This is especially important in countries with little or no healthcare infrastructure and areas in which there are few trained healthcare professionals. These technologies also allow trained professionals to perform quality control remotely.
Amongst the many significant developments is a shift towards one-on-one, in- field diagnostics and monitoring. Services that were once only available at a doctor’s office or hospital are now available on-demand through low-tech, affordable solutions. Personal systems allow for ‘good enough’ diagnostics that would have been difficult, expensive and timely to attain previously.
Using a basic phone with adapted software, a health worker can test for myriad symptoms - even cancer. This information can be relayed to a central medical care center where doctors and trained professionals can react to the data, provide prompt diagnosis and suggest treatment options. The ability to capture this data and get quick responses remotely means better healthcare, fewer trips to the hospital (which, for many means days away from home and family), and less time away from work.
A change is also occurring that is seeing increased access to and sharing of health information. This is made possible by the proliferation of systems designed to overcome infrastructure insufficiencies. these systems are enabling the broadcast of information and receipt of subsequent feedback in virtually any setting. From ‘town crier’ systems to ‘internet by text’, the collective knowledge found on the web is being made available to populations around the world who previously lacked access. The connectivity that is enabling the sharing of health information is also powering the growth of social networks focused on health and medical care. These networks are allowing professionals, health workers and individuals to connect and share knowledge quickly.
PSFK’s Future of Health Report details 15 trends that will impact health and wellness around the world. Simple advances such as off-the-grid energy and the introduction of gaming into healthcare service offerings sit alongside more future-forward developments such as bio-medical printing. It is our hope that this report will inspire your thinking and lead to services, applications and technologies which will allow for more available, quality healthcare.
For a download of this report - visit: http://www.psfk.com/future-of-health
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
1. PRESENTATION ON
CASE STUDY OF MANAGEMENT OF CHANGE
BY: NIDASHA_ MBA(FT) 3rd SEM
INSTITUTE OF BUSINESS MANAGEMENT
CHATRAPATI SHAHU JI MAHARAJ UNIVERSITY KANPUR
2.
3.
4. •To make recommendations for managing organizational
change.
•To analyze the change programme from the perspective
of one group of affected individuals, employees of Public
Health Laboratory Service.
•To make observation about validity of existing change
management models.
5. PROPOSED DOCUMENT
The Chief Medical Officer (CMO) for
England produced a strategy for
Combating Infectious Disease, Getting
Ahead of the Curve, in January 2002.
BACKGROUND OF THE CASE
6. OF PROPOSED DOCUMENT
To produce a unified, multidisciplinary
response to health protection issues.
7. That had to take place in
order to implement the
proposed document
PHLS would be disbanded and its network of over 40 laboratories broken
up, with most laboratories being transferred to the management of NHS
Trusts.
The surveillance and specialist/reference laboratory functions and the
remainder of the network would transfer to the newly created Health
Protection Agency(HPA), together with the National Radiological
Protection Board (NRPB),Microbiological Research Authority (MRA) and
others from within the NHS and elsewhere.
Approximately 5,000 employees would be affected by the proposals.
8. The affected organization and the trades
unions, presented difficulties from the
moment the document was published.
The PHLS Board argued that the pace of
proposed change was too fast, posed a
potential risk to public health, and that
many of the proposals lacked clarity
resulting in potentially damaging
confusion.
The NRPB challenged the rationale for
their inclusion in the new HPA,
Resistance suggesting that a key strength was their
recognised independence which could
offered to be lost if subsumed
into the new organisation.
change…..
9. Considerable press coverage (e.g.
articles in The Times on 9 September
2002,
the Daily Express on 5 July 2002 and
the Health Service Journal on 15
August
2002) questioned the wisdom of the
proposals for breaking up the PHLS
laboratory
network.
The Head of the US Centres for Disease
Control in Atlanta also questioned the
Resistance
approach to the laboratory network,
suggesting that the UK was planning to
offered to
break up what the US was trying to
create.
change…..
10. Facilitating cues…
There was, however, broad support for the
overall objectives of the strategy from the
Board of Director’s of PHLS and NRPB.
The strategy would bring together the public
health response to biological, radiological
and chemical threats under one body for the
first time.
Also the transfer of PHLS laboratories to the
NHS had support if handled in a timely
fashion.
11. IMPLEMENTING
The Department of Health published a consultation
document in to establish HPA in the following two stages:
(1) as a Special Health Authority (SHA)
(2) as an Executive Non Departmental Body (NDPB)
A particular consequence of this decision was that the
PHLS would remain in existence until primary
legislation was passed to abolish it.
Also, because the PHLS could not remain on the statute
book as a moribund organisation it had to retain a
function and a Board of Directors.
12. ANALYSIS OF CHANGE MANAGEMENT FROM
THE VIEW POINT OF PEOPLE AFFECTED
50% of respondents identified the
short timescale as having
an adverse impact on the process;
there was a perceived rush
to get things in place before the
HPA was established.
Conversely, in some respects the
process had actually been
1. TIMESCALE too slow and had caused these
problems.
13. In response to questions concerning
2. INFORMATION communication the majority felt well
informed about the changes.
However, less than half felt that they
had been well informed about the
reasons for the changes, agreeing
that information needs to be
presented in a way that is relevant to
all levels within the
organisation.
The project management structure
involved a steering group,
a project team and detailed work
streams but this was not
well understood.
50% of those interviewed commented
on poor project management which
supports conclusions that the
remoteness of change leaders in many
3. PROJECT
public sector change programmes can
present problems.
MANAGEMENT
14. 4. INVOLVEMENT & CONSULTATION
The directive nature of the process, with
only those in privileged positions (25%)
feeling they had any real involvement in
shaping the way the changes were taken
forward, was an issue. Also whilst the
formal process of consultation with trades
unions was acknowledged, this appeared
to have little impact at local level.
16. Lewin’s change Change events: establishing the HPA
model (1951) and transferring PHLS laboratories to
the NHS
Unfreezing Dismantle the PHLS
Disestablish the NRPB and MRA
Remove some health protection activities
from parts of the NHS
Remove some aspects of chemical hazard
response from a number of university
departments
Movement Transfer some PHLS laboratories to the NHS
Transfer the remainder of the PHLS to the
HPA
Transfer all the assets of the NRPB and
MRA to the HPA
Transfer staff and some assets from parts
of the NHS and some universities to the HPA
Refreezing All movements to be completed by 1 April
2003
Combine all the functions transferred to the
HPA into a coherent single organisation
delivering high quality health protection
services
Integrate the PHLS laboratories, transferring
to the NHS into the local NHS, pathology
service