VALENCY AND ITS CHANGE PROCESS OF SAMARIUM ION IN SAMARIUM FLUORIDE SYSTEM

Nonstoichiometric series SmF(x) (2.0 less-than-or-equal-to x less-than-or-equal-to 3.0) have been synthesized by reduction of samarium trifluoride with hydrogen for several times, and the stoichiometric samarium difluoride has been obtained. The structure of nonstoichiometric samarium fluoride series and the valency of samarium ion are briefly discussed. The valent change process of samarium ion at high temperatures in different atmospheres is investigated.

Implementation of hospital-wide computer information system :a case study of this change process

This case study examines the impact of a computer information system as it was being implemented in one Ontario hospital. The attitudes of a cross section of the hospital staff acted as a barometer to measure their perceptions of the implementation process. With The Mississauga Hospital in the early stages of an extensive computer implementation project, the opportunity existed to identify staff attitudes about the computer system, overall knowledge and compare the findings with the literature. The goal of the study was to develop a greater base about the affective domain in the relationship between people and the computer system. Eight exploratory questions shaped the focus of the investigation. Data were collected from three sources: a survey questionnaire, focused interviews, and internal hospital documents. Both quantitative and qualitative data were analyzed. Instrumentation in the study consisted of a survey distributed at two points in time to randomly selected hospital employees who represented all staff levels.Other sources of data included hospital documents, and twenty-five focused interviews with staff who replied to both surveys. Leavitt's socio-technical system, with its four subsystems: task, structure, technology, and people was used to classify staff responses to the research questions. The study findings revealed that the majority of respondents felt positive about using the computer as part of their jobs. No apparent correlations were found between sex, age, or staff group and feelings about using the computer. Differences in attitudes, and attitude changes were found in potential relationship to the element of time. Another difference was found in staff group and perception of being involved in the decision making process. These findings and other evidence about the role of change agents in this change process help to emphasize that planning change is one thing, managing the transition is another.

Towards a communicative understanding of organizational change : Koumbit's change process

Comment comprendre les dynamiques qui sous-tendent les changements des organisations? Le changement organisationnel fait partie de la réalité quotidienne des organisations et, comme en témoigne une vaste littérature, le sujet a été abordé à partir de diverses perspectives conceptuelles. Toutefois, plusieurs questions fondamentales demeurent quant à la façon dont le changement organisationnel est accompli (Tsoukas & Chia, 2002; Chia, 1999). Je suggère que la clé pour répondre à ces questions se trouve dans l’étude de la communication. Cependant, le rôle de la communication dans la production du changement reste peu exploré dans les conceptualisations actuelles sur le sujet. Ainsi, l’objectif principal de cette thèse est de décrire la façon dont le changement émerge dans la communication, en d’autres termes, comment il est accompli à partir des interactions. Dans cette recherche, je propose que la compréhension du changement passe par une vision de la communication comme un processus constant dans lequel les réalités sont créées, négociées et transformées de manière interactive. Cette conception est fondée sur a plurified view of interactions (Cooren, Fox, Robichaud & Talih, 2005; Cooren 2010) qui prend en considération la contribution d’êtres appartenant à diverses ontologies (e.g., ordinateurs, règlements, principes, émotions, règles, c.) dans l’action. En mobilisant cette vision de la communication, j’ai étudié les changements qui ont eu lieu à Koumbit — une organisation à but non lucratif basée à Montréal qui œuvre dans le domaine des technologies de l’information. L’observation, les entrevues ainsi que la révision de documents officiels ont été les techniques choisies pour cueillir les données. Ma recherche m’a permis de déterminer que le changement organisationnel est un processus progressif qui se matérialise d’interaction en interaction. C’est en composant et en recomposant des ensembles d’associations que se crée une différence dans l’état des choses. Si bien les interactions sont accomplies dans le ici et le maintenant, leur caractère hybride leur permet de rendre compte de ce que l’organisation a été et de ce qu’elle sera. Cette étude suggère que, d’un point de vue communicationnel, les mécanismes à partir desquels le changement organisationnel est accompli n sont pas aussi différents de ceux qui produisent les processus organisants (organizing).

Knowledge enhancement in the change process : social marketing and attitude change leading to improved environmental behaviour

The complexity of relationships between social change and natural resource management has generated interest in the identification of indicators that might provide more streamlined means of monitoring and planning control programmes. This case study highlights the marketing paradigms of benchmarking and social marketing in a not-for-profit governmental environment. Publicly funded programs that require individual and community participation need to be marketed with a view to optimising involvement and commitment of the various stakeholders. A mail survey with a representative sample of 608 respondents was conducted to evaluate the effectiveness of a social marketing program. This study highlights the use of social marketing in a program to overcome an environmental issue by a governmental agency. Changing attitudes and beliefs takes time and often the target audience may not even know they have a problem that needs fixing. This process influences the focus of the social marketing effort which might be organised into three phases: • Raise awareness and knowledge.   •Change attitudes.  • Encourage action. The research conducted in this study illustrates how the various stages in the social marketing process were achieved through knowledge enhancement in an environmental management case study.

The introduction, management and assessment of change process at Barwon Water, a technology based water authority

Covers managing change through a multifunctional change model linking a corporate strategy, longitudinal and cross organisational strategic drivers to a suite of change processes integrated synergistically to optimise customer service and business efficiency. Testing, analysis and benchmarking provide conclusions about the utility of the model and implementation strategies, change objective attainment, the strategic focus, learning outcomes and output achievement efficiency.

Becoming an analytics-based organisation : strategic agency in the change process in a retail organisation

The paper examines how the upward and downward strategic influences of the head of the BI unit in the case organization have evolved over time and the BI perspective became legitimate in the organization. The analysis covers a decade long period of time. We engaged in an Action Research (AR) inquiry where the change process was explored through the first-hand experiences of one of the co-authors. The model of the strategic agency of middle managers was applied in the analysis. We analyse the evolution as well as the enablers and constraints of the strategic agency of the head of the BI unit in the case organisation and identify the type of strategic agency exhibited in the case.

Cognitive change process during group cognitive behaviour therapy for depression

Background: This study extended that of Kwon and Oei [Kwon, S.M., Oei, T.P.S., 2003. Cognitive change processes in a group cognitive behavior therapy of depression. J. Behav. Ther. Exp. Psychiatry, 3, 73-85], which outlined a number of testable models based on Beck's cognitive theory of depression. Specifically, the current study tested the following four competing models: the causal, consequential, fully and partially interactive cognitive models in patients with major depressive disorder. Methods: A total of 168 clinically depressed outpatients were recruited into a 12-week group cognitive behaviour therapy program. Data was collected at three time points: baseline, mid- and at termination of therapy using the ATQ DAS and BD1. The data were analysed with Amos 4.01 (Arbuckle, J.L., 1999. Amos 4.1. Smallwaters, Chicago.) structural equation modelling. Results: Results indicated that dysfunctional attitudes, negative automatic thoughts and symptoms of depression reduced significantly during treatment. Both the causal and consequential models equally provided an adequate fit to the data. The fully interactive model provided the best fit. However, after removing non-significant pathways, it was found that reduced depressive symptom contributed to reduced depressogenic automatic thoughts and dysfunctional attitudes, not the reverse. Conclusion: These findings did not fully support Beck's cognitive theory of depression that cognitions are primary in the reduction of depressed mood. (c) 2006 Elsevier B.V. All rights reserved.

An analysis of the role of soft systems methodology in the change process and the contribution of the facilitator within this process

This research aims to examine the effectiveness of Soft Systems Methodology (SSM) to enable systemic change within local goverment and local NHS environments and to examine the role of the facilitator within this process. Checkland's Mode 2 variant of Soft Systems Methodology was applied on an experimental basis in two environments, Herefordshire Health Authority and Sand well Health Authority. The Herefordshire application used SSM in the design of an Integrated Care Pathway for stroke patients. In Sandwell, SSM was deployed to assist in the design of an Infonnation Management and Technology (IM&T) Strategy for the boundary-spanning Sandwell Partnership. Both of these environments were experiencing significant organisational change as the experiments unfurled. The explicit objectives of the research were: To examine the evolution and development of SSM and to contribute to its further development. To apply the Soft Systems Methodology to change processes within the NHS. To evaluate the potential role of SSM in this wider process of change. To assess the role of the researcher as a facilitator within this process. To develop a critical framework through which the impact of SSM on change might be understood and assessed. In developing these objectives, it became apparent that there was a gap in knowledge relating to SSM. This gap concerns the evaluation of the role of the approach in the change process. The case studies highlighted issues in stakeholder selection and management; the communicative assumptions in SSM; the ambiguous role of the facilitator; and the impact of highly politicised problem environments on the effectiveness of the methodology in the process of change. An augmented variant on SSM that integrates an appropriate (social constructivist) evaluation method is outlined, together with a series of hypotheses about the operationalisation of this proposed method.

Implementing change in practice: Part 2- the change process

Pain management in premature and sick babies has long been recognisedas a vital component of neonatal care; however practices pertaining to painassessment and administration of analgesia remain variable in Neonatal Units(NNU). Sucrose has been identified as an effective agent in reducing pain during minorpainful procedures in premature babies but the uptake has been modest.This article (part 2) follows on from an earlier article on evidence to support theimplementation of sucrose administration as a measure for pain relief for minorprocedures (part 1) and will centre on practice-based change in the NNU and reflecton the strategies used as well as the effectiveness of the proposed change. A theoreticalchange model will be used as a framework to help unpack the influencesinherent within the change process.