New PDF release: An Ethical Approach to Leading Change: An Alternative and

By Mervyn Conroy (auth.)

ISBN-10: 0230251226

ISBN-13: 9780230251229

ISBN-10: 1349315664

ISBN-13: 9781349315666

MacIntyre's narrative dependent advantage ethics have for the 1st time during this e-book been utilized to a company present process swap pushed through marketplace forces and a society that wishes extra for much less with scant regard for the potential wherein that's accomplished. the sensible strength of those insights is explored within the case examine that runs during the book.

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Additional info for An Ethical Approach to Leading Change: An Alternative and Sustainable Application

Sample text

In Chapter 3 I review some of the relevant organisational change literature and position the book and its contribution in that literature. 3 Organisational Change and Healthcare There are many ways of conceiving of organisational change. Two broad conceptions emerge: the structural functionalist approach (Burrell & Morgan 1979) and the social constructionist approach (Berger & Luckmann 1967). This brief review attempts to piece together a story that begins in the generic structural functionalist paradigm and moves to the context of healthcare and alternative conceptions of narratives and social constructionist theory, highlighting a gap in research literature.

Those between competition and collaboration, between standardisation and innovation, between centralisation and local flexibility, between enabling and controlling strategies, and between long-term sustainability and short-term goals and targets. The challenges of creating radical and enduring reform have been seriously underestimated by government; the language of ‘transformation’ is inappropriate for a long, slow process which may take more than a decade to complete; the battery of mechanisms selected to ‘deliver’ such change has proved too mechanical; and the climate of fear which permeates the sector must give way to a climate of mutual trust.

The latter suggest that targets distract people from the The Healthcare Sector and the Modernising Agenda 21 core purposes of their work and the possibility of ongoing performance improvement. My view is that human interaction and behaviour is infinitely subtler than setting targets can allow for. Alternative solutions range from continuous learning (Chapman 2004) to the involvement of front line workers in the analysis and improvement of service delivery (Seddon 2003). In the view of Calman et al.

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An Ethical Approach to Leading Change: An Alternative and Sustainable Application by Mervyn Conroy (auth.)

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