Managing change: the theory of constraints in the mental health service

Ritson, Neil; Waterfield, Nick

doi:10.1002/jsc.745

Cited by 14 publications

(10 citation statements)

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“…[40], [42] H3.2: Resistance to change in the organization, hinders the implementation of TOC in banking sector companies. [45], [47] H3.3: The adoption of TOC in banks depends on motivation and leadership generated by management. [40], [47] H3.4: The innovative culture of the bank determines the adoption of TOC to optimize their processes.…”

Section: Table 2 Research Hypothesesmentioning

confidence: 99%

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Theory of Constraints in the Service Sector: Characterization for Banking and Analysis of the Factors Involved in Its Adoption

Castaño

Moreira

Sousa

et al. 2013

Lecture Notes in Business Information Processing

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In this research we represent the major elements of the Theory of Constraints (TOC) in a services environment, specifically for the banking sector, and we analyze the factors involved in the decision to adopt the TOC by companies in this sector. It was identified that the four elements of the TOC theory, throughput, inventory, operating expenses and constraints, correspond to, respectively, the money coming from financial services rendered, the money required to generate this profit, the money to fund the expenses, and the limitations to the normal activity. Regarding the constraints, the most common are mainly administrative (regulations and policies) and the lack of technological resources associated to the scarcity of capital flow and the environment imposed by the state of the economy at a specific time. The main factors that influence the decision to adopt the TOC by the banking sector reside, first, in the tool's current level of development; second, in the nature and the characteristics of the banking service that are very far from the original industrial reality and, finally, in organizational factors such as the attitude towards change, the leadership of the administration and the commitment of the entire institution.

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Section: Table 2 Research Hypothesesmentioning

confidence: 99%

“…[45], [47] H3.3: The adoption of TOC in banks depends on motivation and leadership generated by management. [40], [47] H3.4: The innovative culture of the bank determines the adoption of TOC to optimize their processes.…”

Section: Table 2 Research Hypothesesmentioning

confidence: 99%

Theory of Constraints in the Service Sector: Characterization for Banking and Analysis of the Factors Involved in Its Adoption

Castaño

Moreira

Sousa

et al. 2013

Lecture Notes in Business Information Processing

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“…Table III shows that only 12 papers in the published literature surveyed have exclusively described using the FTPA. These papers detail how the FTPA can be applied to specific business situations (Klein and Debruine, 1995;Boyd et al, 2001;Reid et al, 2002;Gupta et al, 2004;Ritson and Waterfield, 2005;Worley, 2005), with other authors discussing the possibility of multi-methodology in detail (Thompson, 2003;Davies et al, 2005;Schragenheim and Pascal, 2005). The reports of FTPA use demonstrate its versatility and applicability in relation to different functionality and settings -for example, establishing management policies (Klein and Debruine, 1995); strategic planning (McMullen, 1997;Boyd et al, 2001;Gupta et al, 2004); executing a bank merger ; and in industry settings as different as the manufacturing industry (Reid et al, 2002); the motion picture industry (Worley, 2005) and the healthcare service sector (Ritson and Waterfield, 2005).…”

Section: Full Thinking Processes Analysismentioning

confidence: 99%

“…Choe and Herman (2004) illustrate how TP tools were used in identifying core organizational problems while dealing with layers of resistance in the change-management process. In a healthcare application, Ritson and Waterfield (2005) have applied FTPA to mental health services in order to build sufficient acceptance for change. Their case study examines the process of using the TPs and provides a framework for planning change and for managing the successful implementation of changes.…”

Section: Tp Applications To the Whole Business Systemmentioning

confidence: 99%

The theory of constraints thinking processes: retrospect and prospect

Kim

Mabin

Davies

2008

International Journal of Operations &Amp; Production Management

108

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Purpose -This paper seeks to provide a timely review of developments to the theory of constraints (TOC) body of knowledge, particularly the TOC thinking processes as reported in the public domain peer-reviewed literature, and to present an analysis of the nature of the thinking processes (TPs), and their methodological and applicatory evolution. Design/methodology/approach -Research reported in the public domain from 1994 to early 2006, as peer-reviewed journal articles or as papers published in refereed conference proceedings, was reviewed to summarize key research issues that have been studied and to suggest future research. The literature is categorized along several dimensions and according to several emergent and self-defined clusters that relate to application area, methodology and epistemology. Findings -This paper presents a comprehensive review of the TP literature, identifies specific publication and research gaps as they relate to the defined classification and also provides some future research topics.Research limitations/implications -The review addresses only the peer-reviewed literature spanning a limited period from 1994 to the time of the current work in early 2006 -that is the period since the publication of Goldratt's It's Not Luck. In doing so, the review complements the work of others for the period to 2000, extends previous reviews beyond 2000, whilst providing an additional focus on the TPs. Practical implications -This paper provides useful insights about the development of the TOC body of knowledge, especially as it relates to the development and reported use of the TPs as stand-alone tools or in tandem with other tools or methods. It provides a valuable summary, for academics and practitioners, of the developing TOC body of knowledge that has been reported in the peer-reviewed literature. Originality/value -The development of the TOC body of knowledge has been largely practice-led, manifested not only in the diverse nature of application areas and in the diverse use of TOC tools, but also in the broader evolution of TOC methodology, methods and tools. Earlier reviews of the literature in this journal preceded many of the developments documented here. This paper will help position the many TOC methods and tools in relation to one another, as well as capturing developments in multi-methodological usage across several domains.

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“…This should include what actions must be taken by whom and when, because resistance to change frequently blocks even the best laid strategies and plans (Ritson and Waterfield, 2005).…”

Section: How To Change: the Current And Future Reality Treesmentioning

confidence: 99%

Strategic implementation: a comparison of three methodologies

Ritson

O’Neill

2006

Strategic Change

Self Cite

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᭹ This paper presents the outcomes of a live consultancy project. Since the introduction of performance measures, much of the public sector has found itself having to change. It must find a way to introduce effective change to achieve the targets it is set. ᭹The quasi-experimental empirical study was structured around three models of change: Strategic Information Systems, Theory of Constraints, and Organizational Development. Each model was used to achieve three separate changes in a district hospital in the North West of England. ᭹The conclusions from the research suggest that the theory of constraints (TOC) has all the components necessary to achieve effective change. It copes well with the public sector culture, especially in negotiating and overcoming resistance to change.

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Managing change: the theory of constraints in the mental health service

Cited by 14 publications

References 1 publication

Theory of Constraints in the Service Sector: Characterization for Banking and Analysis of the Factors Involved in Its Adoption

Theory of Constraints in the Service Sector: Characterization for Banking and Analysis of the Factors Involved in Its Adoption

The theory of constraints thinking processes: retrospect and prospect

Strategic implementation: a comparison of three methodologies

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