000			03401cam a2200349 a 4500
003			EG-GiCUC
005			20250223032059.0
008			181014s2018 ua dh f m 000 0 eng d
040			_aEG-GiCUC _beng _cEG-GiCUC
041	0		_aeng
049			_aDeposite
097			_aM.Sc
099			_aCai01.11.08.M.Sc.2018.Ya.A
100	0		_aYasmine Toson Fouad Toman
245	1	0	_aAssessment of adherence of change initiatives in cairo university hospitals to kotter{u2019}s model of change : _bAn exploratory study / _cYasmine Toson Fouad Toman , Supervised Abeer Abdou Mohamed Barakat , Hoda Ibrahim Ibrahim Rizk , Eman Ibrahim Elfar
246	1	5	_aتقييم التزام مبادرات التغيير بمستشفيات جامعة القاهرة بنموذج كوتر للتغيير : _b دراسة استكشافية
260			_aCairo : _bYasmine Toson Fouad Toman , _c2018
300			_a169 P. : _bcharts , facsimiled ; _c25cm
502			_aThesis (M.Sc.) - Cairo University - Faculty of Medicine - Department of Community Medicine
520			_aBackground: Cairo University Hospitals (CUHs) are the central referral hospitals in Egypt. This highlights the importance of leading change in the health services provided to millions of patients streaming to these hospitals. The change management model that has been used successfully in health care is the Kotter{u2019}s Model. Exploring successful change initiatives in health services provided at CUHs and identifying "facilitators of" & "barriers to" change will support future change pioneers in leading new change initiatives. Aim and Objectives: This study aimed at improving healthcare delivered in CUHs. The specific objectives were to describe change initiatives in CUHs, clarify obstacles met by the change pioneers and determine adherence of these initiatives to Kotter{u2019}s model of change management. Methods: This was done through in-depth interview of 14 awesome change pioneers and delivering a questionnaire to 50 of their team members. Both tools were driven from Kotter{u2019}s model of change. Results: It was found that initiatives followed the steps of Kotter{u2019}s model to a great extent. The change initiative vision was the most important item followed by the teamwork. The vision was enthusiastic, matched the priorities of patients{u2019} needs and was flexible. The team members were characterized by being: coherent, perseverant, and hard workers. Patient welfare was the first consideration for them. Important change strategies included: rewarding, decentralization, choosing young manpower, motivational speeches, training and consulting experts. The main barriers were: bureaucracy, financial shortage, resistance and professional jealousy. Conclusion: The initiatives were adherent to the Kotter{u2019}s model of change to a great extent in that they created urgency, gathered a powerful coalition, created and communicated the vision, drove change and celebrated short term wins
530			_aIssued also as CD
653		4	_aChange management
653		4	_aChange pioneers
653		4	_aHospitals
700	0		_aAbeer Abdou Mohamed Barakat , _eSuperviser
700	0		_aEman Ibrahim Elfar, _eSuperviser
700	0		_aHoda Ibrahim Ibrahim Rizk , _eSuperviser
856			_uhttp://172.23.153.220/th.pdf
905			_aNazla _eRevisor
905			_aRania _eCataloger
942			_2ddc _cTH
999			_c67964 _d67964