The singlarity of using change management models in a-primary and b-secondary health care institutions

Aim of study – to initiate the singularity of using change management models in A-primary and B-secondary health care institutions. Objectiv 1. To initiate the using of change management models in A-primary and B-secondary health care institutions. 2. To compare the using of change management models in A-primary and B-secondary health care institutions. 3. To anticipate the vista of perfect change management models. Methods. The subject of the research is the using of change management models in A-primary and B-secondary health care institutions. Questioning survey was carried out among 166 workers who worked in A-primary and B-secondary health care institutions during the period of 2010 01 29 – 2010 02 19. The statistical analysis was performed by using the software SPSS for Windows 13. To valid the instrument of the singularity of using change management models was carried out factor analysis. Results. After performing factor analysis was separated ten factors in A-primary and B-secondary health care institutions. These factors have a close contact with each other and with theoretical change management model. The passing of different propositions inside the factors extended the vista of significant interpretative, and discovered the particularity of change management in organizations. During the analysis of factors, we can envisage, that in A-primary and B-secondary health care institutions the initiating of changes have associates with decisions of elevated problems in organizations. The changes in organizations initiating workers or leaderships (in B- secondary health care institution the initiators of changes are workers). In A-primary and B-secondary health care institutions is discovered the situation after change implementation, is presenting the vision of planed change, preparing the plan of change implementation (the roles and actions of workers), forming the team of change performance (the selection of employers). During the implementation of change the attention is attaching for refining the change implementation plan. In both organizations, during the implementation of change the organizations is maintaining the experience of other organizations, and using the consultations of change consultants. In A-primary health care institution change consultants is needed for instruction personnel, and in B-secondary health care institution for refining change implementation plan. During the implementation of change the system of motivation is using in both organizations. During the period of change fixing the attention is concentring in the estimation of change, analysing and adjudication of change problems. During the period of change fixing the motivation system is using only in the B-secondary health care institution. Conclusions. The results of the research suggested the specifically of change management in A-primary and B-secondary health care institutions, formatted the chance to separate the analogies and differences in both institutions. Though change management models associated with each other, and with theoretical change management model, but we can see important differences, which give specificity for change management models in researching health care institutions