Faculty of Management Projects (Master's)

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Browsing Faculty of Management Projects (Master's) by Author "Chreim, Samia"

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    Readiness for change : an individual perspective
    (Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2002, 2002) Anderson, Barbara; University of Lethbridge. Faculty of Management; Chreim, Samia
    The purpose of this study is to understand employees’ views of their readiness for change. The study explores employees’ retrospective interpretations of their experience with the elimination of the public service division of an organization that they worked for. A qualitative case study approach involving the utilization of deductive and inductive analyses was adopted. A conceptual model of readiness factors was adapted from the literature. The research findings indicated that the constructs of the conceptual model, discrepancy, appropriateness, personal valence, self-efficacy, and fairness influence employees’ readiness for change. As significantly, the findings revealed that the model should be expanded to include three additional factors that influence employees’ readiness: a sense of control, the passage of time, and a sense of the change inevitability. The study emphasized the importance of studying the change targets’ perspectives to enhance our understanding of change dynamics in organizations.
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    Service integration in a health care unit : a case study of radical change
    (Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2003, 2003) D'Agnone, Kristene; University of Lethbridge. Faculty of Management; Chreim, Samia
    This study focuses on the dynamics enabling or constraining radical change in a health care unit in a rural region of Alberta. The unit envisioned change from a fragmented, treatment-based model to an integrative, prevention-based model of health care delivery. This research adopts a case study approach that relies on multiple sources of data including written documents and interviews with groups such as physicians, nurse practitioners (NP), and public health nurses (PHN), who were directly involved in the changes towards integration. The data indicate that a number of institutional and organizational elements facilitated and constrained the change. The findings also indicate that at the time of the study, the unit was experiencing an oscillation between parallel structures derived from two archetypes in order to maintain quality patient care.