“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
This presentation talks of what change management is, why Change management is required and briefly discusses about ADKAR, Kotter's 8 step model, Switch Framework, Kurt Lewin's change model and Virginia Satir model.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
It is a term referring collectively to such activities as reengineering, redesigning and redefining business systems.
Organization Transformation can occur in response to or in anticipation major changes in the organization’s environment or technology.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
This presentation talks of what change management is, why Change management is required and briefly discusses about ADKAR, Kotter's 8 step model, Switch Framework, Kurt Lewin's change model and Virginia Satir model.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
It is a term referring collectively to such activities as reengineering, redesigning and redefining business systems.
Organization Transformation can occur in response to or in anticipation major changes in the organization’s environment or technology.
[To download this complete presentation, please visit https://www.oeconsulting.com.sg]
Change is the only constant in the work environment today. For change to be successful, it has to be effectively managed. To achieve this, it is essential that the human aspects of change be addressed throughout the change process. This easy to follow Change Management Methodology provides a step-by-step blueprint for change managers to successfully implement and sustain change in their work environment. This guide is applicable to all types of organizations.
CONTENTS:
1. Analyze Current Situation
- Identify reason for change
- Assess readiness for change
- Assess impact of change
- Identify gaps
- Gather feedback
2. Plan & Launch Program
- Define change strategy
- Set up change infrastructure
- Create awareness and get buy-in
- Develop and communicate plans
- Develop skills
- Launch pilot project
3. Monitor Progress
- Monitor change process
- Overcome resistance to change
- Audit for behavioral changes
- Measure effectiveness
- Provide support
4. Evaluate Effectiveness
- Review results
- Share success stories
- Provide follow up support
- Reward and recognize
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
ICH Guidelines for Pharmacovigilance.pdfNEHA GUPTA
The "ICH Guidelines for Pharmacovigilance" PDF provides a comprehensive overview of the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) guidelines related to pharmacovigilance. These guidelines aim to ensure that drugs are safe and effective for patients by monitoring and assessing adverse effects, ensuring proper reporting systems, and improving risk management practices. The document is essential for professionals in the pharmaceutical industry, regulatory authorities, and healthcare providers, offering detailed procedures and standards for pharmacovigilance activities to enhance drug safety and protect public health.
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
As we watch Dr. Greene's continued efforts and research in Arizona, it's clear that stem cell therapy holds a promising key to unlocking new doors in the treatment of kidney disease. With each study and trial, we step closer to a world where kidney disease is no longer a life sentence but a treatable condition, thanks to pioneers like Dr. David Greene.
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
Antibiotic Stewardship by Anushri Srivastava.pptxAnushriSrivastav
Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
2. OUT LINES
1-Introduction
2-Definition of planned change
3-Reasons for change
4-Target of change
5-Characteristics of change agent
6-Principles should be followed in implementing change
7-Types of change
8-Stages of Change and Responsibilities of Change Agent
8-The seven steps of change
3. INTRODUCTION:
In today's health care environment, organization
change is important for adaptation, creative change
is mandatory for growth
The process begins with the present state, is
disrupted, moves through a transition period and the
end comes to a desired state
Change agent one who works to bring about
changes
It is the process of moving from one system to
another.
4. DEFINITIONS OF CHANGE:
An alternation haphazard or planned to make something
different and moving from known to unknown
Change that result from well thought out, deliberate
application of knowledge, skills and effort by a leader to
make something happen (to bring about change).
5. Reasons of Change:
Change in order to solve problem
Change to make work procedures more efficient
Change to reduce unnecessary work.
6. TARGET OF CHANGE:
Although many things can be change (policies,
procedures, and equipment)
There are three possible targets:
1-The person's knowledge
2-The person's attitude
3-The person's behavior.
7. PRINCIPLES SHOULD BE FOLLOWED IN
IMPLEMENTING CHANGE:
1-Change should be implemented only for good reason
2-People should informed by the reason of change.
3-Individual who may affect by change, should be sharing in
planning and implementing of change.
4-Change should be planned not be sudden
5-Change should be always gradual
6-Change should be reinforced
7-People assistance in dealing with the effect of change.
8. TYPES OF CHANGE:
(1) Un Planned Change
Occurs spontaneously or at random and without a change
agent's attention
The appropriate goal in managing unplanned change:
Act immediately once the change is recognized
Minimize any negative consequences and maximize any
possible benefits.
9. (2) PLANNED CHANGES
That happens as a result of specific efforts by a change agent
Planned change is a direct response to someone's perception of a
performance gap. (That is a discrepancy between the desired and
actual state of affairs).
10. STAGES OF CHANGE AND RESPONSIBILITIES
LEWIN’S MODEL HAS 3 STEPS:
Stage "1" Unfreezing:
1-Gather data
2-Accurately diagnosis the problem
3-Decide of change is needed
4-Make others aware of the need for change often involves
deliberate tactics to raise the group's discount level, do not proceed
to stage
5-Until the status quo has been disrupted and the need for change is
perceived by the others.
11. STAGE "2" MOVEMENT:
1-Develop a plan.
2-Set goals and objectives.
3-Identify areas of support and resistance.
4-Include every one who will be affected by the change in its
planning.
5-Set target dates.
6-Develop appropriate strategies.
7-Implement the change.
8-Be available to support others an offer encouragement
through the change.
9-Evaluate the change.
10-Modify the change, if necessary.
12. STAGE (3) REFREEZING :
The third step is refreezing that aims to stabilize the
organization and to make change permanent after the
process of implementation has ended
13. THE SEVEN STEPS ARE:
1. Diagnosis the Problem
2. Assess the Motivation and Capacity for Change
3. Assess the Change Agent's Motivation and Resources
4. Select Progressive Change Objects 5.
Choose a Change Agent Role
6. Maintain the Change
7. Terminate the Helping Relationship
14. THE SEVEN STEPS ARE:
1. Diagnosis the Problem
Involve key people in data collection and problem
solving
2. Assess the Motivation and Capacity for Change
Assess the financial and human resources and
constraints
Analyze the structure and function of the organization
Identify and prioritize the possible solutions
15. 3. Assess the Change Agent's Motivation and Resources
This assessment is important
Consider the change agent's own commitment to change, level
future ambitions, and power bases.
Starting a change and dropping it midstream can waste
valuable personal energy, undermine the confidence of
colleagues and subordinates.
4. Select Progressive Change Objects
Develop the action plan, evaluation criteria, and specify
strategies
16. 5. Choose a Change Agent Role
The change agent can act as (cheerleader, expert, consultant,
and group facilitator)
Which ever role is selected all participants should recognize it
so that expectation are clear.
6. Maintain the Change
Communication, feedback, revision, and coordinate are
essential component of his phase
7. Terminate the Helping Relationship
The change agent withdraw from the selected role gradually
as the change become institutionalized
17. DEFINITION OF A CHANGE AGENT
*A person whose presence or thought processes cause
a change in the handling or thinking about a problem.
*Any individual or group that performs purposeful
educative activity designed to influence change in a
practical or specific situation.
18. CHARACTERISTICS OF CHANGE AGENT:
1-Experience and success
2-Being respected
3-Management competencies
4-Trust worthiness
5-Leadership skills
6-Realistic thinking
7-Ability to combine ideas from unconnected sources
8-Sufficient flexibility to modify ideas
9-Skills in human relation (interpersonal communication)
10-Integration thinking (big picture)
11-Ability to handle resistance.
19. CHANGE AGENTS ROLES & RESPONSIBILITIES
1-Take ownership of your team’s readiness.
2-Champion change that will benefit the most folks in the
community that you are working in during a project.
3-Promote open communications throughout your team and
among your peers.
4-Work with others to identify organizational and cultural
factors that may enhance or detract from the team’s group
cohesion.
5-Identify and address potential sources of resistance to
change within the team.
20. 6-Adhere to team quality standards.
7-Look to play a supportive role; don’t always look to
be the leader (followership).
8-Build and maintain a creative environment.
9-Integrate ideas into working plan and follow through.
10-Keep commitments – do what you say and say what
you do.
11-Demonstrate active listening.
12-Don’t judge or condemn.
21. 13-Understand your strengths and weaknesses – everyone is
unique.
14-Support leaders in the group.
15-Make the case for change again and again.
16-Assertiveness: be self-confident without arrogance; have
strong belief in what you’re doing.
17-Be non-threatening: be low-key & supportive.
18-Always show your intent is to help others.
19-Show that you can be trusted from the top to the bottom of the
team.
20-Being effective as a change agent largely depends on ability to
from relationships.
22. REASONS FOR RESISTANCE TO
CHANGE:
1-Misunderstanding about the need for change/when the reason for
the change is unclear
2-Lack of competence
3-Fear of the unknown
4-Connected to the old way
5-Low trust
6-Changes to routines
7-Poor communication
8-Exhaustion/Saturation
9-Benefits and rewards