Facoltà: Economia Aziendale e Management - Classe LM-77
Collocazione: 18239
Autore: Regina Arturo
Data: 22/04/2020
Titolo: The Resistance to Change in the Italian Public Healthcare: the case of ASP-Potenza
Relatore: Minelli Eliana Alessandra
Autorizzazione per la consultazione: SI
Le tesi si possono consultare unicamente in sede
The focus of my thesis is leadership and resistance to change, their relationship in the specific case. After an analysis of the literature, a theoretical framework is proposed, that considers some variables such as Culture, Leadership, change agents, Resistance to change, resources, power and learning. Focusing on the case of ASP-Potenza the questions of research are: “What kind of inertia do we find in the Italian Public Healthcare sector? Which ones in our specific case of ASP-Potenza? What can be the role of the leadership in order to partially solve this resistance to change?” The research design is based on a Mixed Methodology. The choice is justified by the availability of a survey that the company provided, and an interview to a director of the company. After explaining how the National Healthcare System and the Regional one work, in order to understand the environment in which ASP operates, the thesis analyses how the NHS and RHS have developed during the years, moving their corporate structures into business structure. Moreover, the National and Regional healthcare plan and their financing system are analysed. After a general introduction of the environment and of ASP, the quantitative and the qualitative results analysis are shown. The results lead to some important observations: how the distribution of LEA and resources allocation increase in some way the gaps among regional systems. Moreover, in the specific case of ASP, what seems to lead to some forms of inertia is the relationship among our variables. Leadership does not properly cooperate with the other organisational dimensions in order to face the change. Besides a lack of communication among the actors is present, in an environment where there are different backgrounds and cultures. Moreover, the approach to change is not anticipative, because of the lack of courage and capabilities of leaders. This forced the learning process to occur per trauma. The leadership seems to not reduce at all the inertia in the company. On the contrary, the data analysed show that in the specific case of ASP, leadership increases the factors that foster in the inertia during the change process. Finally, the limitation of our research are explained, as well as some advices are provided that argue what advantages could bring the implementation of a Change Management Department in the organisation.
