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Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/7654

Title: Change as a tool for enchanging organisational development: A case study of Ejisu Government Hospital
Authors: Safo-Adu, Susan
Issue Date: 25-Jul-2014
Abstract: Ejisu Government Hospital (EGH) has often experienced no significant improvement in performance following policy changes. This is because management had never appreciated fully how the process of change affects an organisation’s ability to achieve the goals of the change being sought. This study examines the role of change as an organisational development tool at EGH through exploring its historical drivers of change, prevalent resistors to change and identifying the critical success factors for managing change at the hospital. Because of budgetary constraints, methodology used was limited to data collection from a paper based questionnaire that was analysed with the Statistical Package for Social Sciences (SPSS) and Excel. The drivers of change identified were categorised as either internal or external drivers. Data analysis showed that internally, power and influence is the main internal driver of change; whereas externally, political factors are the main driver of change at the Hospital. The study revealed that the sources of resistance to change were primarily from blind resistance, intellectual (ideological) resistance and political resistance. Many factors on the personal level underlying these resistances were isolated, of which poor communication was identified as the major reason why people resist change at the Hospital. Of the nine (9) critical success factors discovered for effective change at EGH, personnel training was found to be the factor with the highest effect on successful implementation of and acceptance of change. It is therefore recommended to the hospital’s management that all subsequent changes be implemented in the following sequence: begin with proper planning to assess all systemic effects of the proposed change; if such an assessment still proves desirable, then effective communication and negotiation with all key stakeholders and implementers is carried out; and then finally education and training is implemented and monitored to assess feedback and necessary modifications to achieve the goals of the change.
Description: A thesis submitted to the Department of Human Resource Management and Management and Organisational Development, Kwame Nkrumah University of Science and Technology impartial fulfillment of the requirements for the degree of MASTERS OF BUSINESS ADMINISTRATION (MOD Option). 2014
URI: http://hdl.handle.net/123456789/7654
Appears in Collections:College of Arts and Social Sciences

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