MGT 430 ORGANIZATIONAL BEHAVIOR

GROUP ASSIGNMENT

TITLE : REBRANDING DEMC TO AVISENA

(CHAPTER 9 : ORGANIZATIONAL CHANGE)

PREPARED BY: 1) MOHAMAD YUSRI BIN HUSSAIN (2019114915)

2) NURUL SHAFIZA BT OTHMAN (2019127635)
3) MAZLINA BT MAZLAN (2020133643)
4) NORHAFIZAH BINTI MD HARIF (2016145827)
5) FATIN AQILAH BINTI JAMALUDIN (2017783551)

CLASS : NACAB 2A
FACULTY : AC - FACULTY OF ACCOUNTANCY
PROGRAMME : AC220 - BACHELOR OF ACCOUNTANCY (HONOURS)
PREPARED FOR : MADAM MUNA WADHIHA BINTI MOHD FAUZI
SUBMSSION DATE: 24 JANUARY 2021
 OUR GROUP MEMBERS

SHAFIZA
I

YUSRI
MAZLINA
I

FATIN AQILAH NORHAFIZAH

I
 TABLE OF CONTENT

DESCRIPTION PAGE
1.0 INTRODUCTION 1
1.1 COMPANY INFORMATION
1.1.1 BACKGROUND 2-3
1.1.2 PRODUCT AND SERVICES 3-4
1.1.3 LOCATION 5
1.1.4 ORGANIZATIONAL CHART 6

2.0 CONTENT
2.1 WHAT?
2.1.1 What is organizational change as defined by 7
the organization?
2.1.2 What type of organizational conducted? 7-8
2.2 WHO?
2.2.1 Who conducts the organizational change? 9
2.3 WHEN?
2.3.1 When does the organizational change 10
process begin and how long it takes?
2.4 HOW?
2.4.1 How it is organizational change conducted? 11 - 12

3.0 CONCLUSION AND RECOMMENDATION

3.1 State your views / opinion of the current process 13 - 14
3.2 Give at least two (2) recommendations on how the 15 - 18
organization can further improve

4.0 REFERENCES 19
5.0 APPENDIX 20
1.0 INTRODUCTION

Organizational behavior actually provides direction or insight to employer on

how the employees behave and perform in the workplace. It helps employers
develop understanding of the aspects that can motivate the employees either
through motivational factors or hygiene factors surround them.

By studying the case, a lot of potential problems able to be identified by the

organization and we able to dig the solution for each problem arise. A proper
organizational hierarchy plays an important role in the business as it determines the
direction of information from top management to the bottom line of key workers.
Thus, create satisfaction, increase awareness among the workers and help
organizations establish a strong and trusting relationship with their employees.

We gain a lot of experience and knowledge. Besides, it exposed us to the

reality of the business environment. Hence, portray us a picture of effective business
environment and if one day, the situation will reverse where we are the employer that
will provide job opportunity to the society.

1
1.1 COMPANY INFORMATION

1.1.1 BACKGROUND

Avisena Specialist Hospital (formerly known as DEMC Specialist Hospital)

operates as a hospital that provides boutique private healthcare services. The
hospital established in 1996 that located a row of shophouses in Section 9, Shah
Alam. In 2010, the hospital had been relocated to a 9-storey building at Section 14,
Shah Alam. For early are known as Primary Maternity and Medical Centre (PMMC)
and now it has already changed to the Darul Ehsan Medical Center (DEMC) before
accepted by DEMC Specialist Hospital till February 2018. The company had
appointed Dato’ Dr Omar Abd Hamid which is having a qualification from United
Kingdom in Master of Hospital Administration as part time consultant and leads the
company as Chief Executive Officer (CEO) until this day.
The main objectives of this company are to focus on delivering a premium
quality healthcare with a personalised experience for the patient and the visitor.
DEMC Specialist Hospital provides a health, wellness, aesthetic and emergency
medical services to all patients in line with the new motto “We Bring Compassion to
Life”.
In order to modernize management, the DEMC Specialist Hospital has
changed the way it works from the multi-tasking to specialisation in their
management. Other department as Marketing, Finance, Customer Service, and
Human Resource was set up and lead by a person who is an expert in that field.
Management has also begun to adopt a conducive, customer-friendly and staff-
friendly environment.

2
 In January 2013, DEMC sought to expand their business by planning for a
boutique Women’s & Children’s Hospital. A 150 bedded Hospital neighbouring the
current facilities. In 21 March 2018, DEMC Specialist Hospital has launched its new
corporate name ‘Avisena Specialist Hospital’. The new motto of the company is
“With Us, It’s Always Personal”.

1.1.2 PRODUCT AND SERVICES

Avisena Specialist Hospital provides a multiple service in terms of health care

scope based on different expertise of their specialist doctor. The specialist doctor
comes from a different type of specialisation such as aesthetics, cardiology, dental,
dermatology, gastroenterology, paediatrics, infertility, orthopaedic, obstetrics and
gynaecology. The hospital also rendered an executive health screening, urology,
pathology and radiology, physiotherapy and rehabilitation services.

3
 The Clinical Support Services provide a full range of professional clinical care
with the latest state-of-the-art technology and full fledge facilities. The services
comprise of the following:-

• Physiotherapy and Wellness – A one-stop centre for fitness enhancement

and lifestyle adjustment.

• Diagnostic Imaging – Provides full range of multi-modality radiology

imaging services such as CT scan, MRI and Mammogram.

• Diagnostic Laboratory – Offers comprehensive medical diagnostic services.

• Audiology – Provides services for children and young people with hearing
disorders, including evaluation of hearing function and rehabilitation of
patients with hearing impairments.

Other than a women’s and children’s services, there are also have Accident
and Emergency, Wellness, Dialysis Dietary Counselling, Home Care,
Pharmaceutical Services Infertility and IVF, Knee and Hip Replacement,
Laparoscopic Surgery, Fess Balloon Sinuplasty, Oral & Maxillofacial Surgery and
Interventional Cardiology.

4
1.1.3 LOCATION

Address : No 4, Jalan Ikhtisas, Seksyen 14, 40000 Shah Alam, Selangor

5
 BOARD OF DIRECTORS 1.1.4
INDEPENDENT DIRECTOR
IINTERNAL AUDIT & RISK
PRESIDENT & CEO

VICE PRESIDENT VICE PRESIDENT VICE PRESIDENT

(OPERATIONS) (FINANCE) (CORPORATE CULTURE
& TALENT
CHIEF MANAGEMENT)
AVISENA SPECIALIST HOSPITAL WOMEN & CHILDREN FINANCIAL
HUMAN CAPITAL &
CHIEF OPERATING OFFICER OFFICER TALENT MANAGEMENT
HOSPITAL
ACCOUNT DEPT

CREDIT GENERAL ADMIN

HOSPITAL INFORMATION CONTROL
ORGANIZATIONAL CHART

INPATIENT SERVICES INPATIENT SERVICES

SYSTEM HUMAN RESOURSE
BUSINESS
SPECIALIST CLINICS SPECIALIST CLINICS OFFICE TRAINING &
CENTRAL PURCHASING
PAYROLL DEVELOPMENT
A&E SERVICES (DRUGS & A&E SERVICES
DISPOSABLES)
SUBSIDIARY
PHYSIO & REHAB PHYSIO & REHAB MARKETING &
OPERATIONS
CORPORATE
DIAGNOSIC LAB DIAGNOSIC LAB AVISENA DIALYSIS COMMUNICATIONS
CENTRAL STORE
RADIO-IMAGING RADIO-IMAGING
MEDICAL RECORDS DE KOPITIAM CORPORATE
PHARMACY PHARMACY SERVICES CULTURE & I CARE
SERVICES DE COFFEE &
CSSD PASTRY
GUEST RELATIONS & PATIENT SAFETY
GUEST RELATIONS &
FRONT DESK DE INPATIENT & QA
FRONT DESK
MY REMEDIES INFECTION
CONTROL
SUBSIDIARY
OPERATIONS MSQH

6
MEDICO-LEGAL
DE PARKS
2.0 CONTENT
2.1 WHAT?

2.1.1 What is organizational change as defined by the organization?

Organizational change refers to the moving an organization away from its

current situation toward a new future or desired situation to increase its
effectiveness. Change in almost any aspect of a company’s operation can be met
with resistance, and different cultures can have different reactions to both the
change and the means to promote the change. To better facilitate necessary
changes, several steps can be taken that have been proved to lower the anxiety of
employees and ease the transformation process.

2.1.2 What type of organizational change conducted?

Rebranding the company name is a Transformational Changes. These

types have a larger scale and scope than adaptive changes. They can often involve
a simultaneous shift in mission and strategy, company or team structure, people and
organizational performance, or business processes. Because of their scale, these
changes often take a substantial amount of time and energy to enact. Though it's not
always the case, transformational changes are often pursued in response to external
forces, such as the emergence of a disruptive new competitor or issues impacting a
company’s supply chain.

Based on our study, the DEMC Specialist Hospital has a few problems that
should be improvise in their hospital. The first problem is most of the people
perception this DEMC is closely linked to government institution hospitals. As we
know, this hospital began with the name “Primary Maternity and Medical Centre”
(PMMC) in the year 1997, the hospital has commenced inpatient services. For the
year 2000, the hospital has re-branding of PMMC to “Darul Ehsan Medical Centre”
(DEMC). When the hospital was relocated to Section 14 Shah Alam, it is officially re-
branded as “DEMC Specialist Hospital”, Shah Alam in 2010. From this timeline, it
can be seen Darul Ehsan Medical Center, which consists of the name state of
Selangor Darul Ehsan. However, that related “Darul Ehsan” name, DEMC name
7
cannot be expanded to other state because of its name. Mostly, DEMC Specialist
Hospital is focus-oriented at Shah Alam and Klang Valley only. Therefore, the
company decided to rebrand the company name from the Darul Ehsan Medical
Centre to Avisena Specialist Hospital, which is the meaning of ‘AVISENA’ is from
“Ibnu Sina”, a Persian polymath who was one of the most significant physicians,
astronomers, thinkers and writers of the Islamic Golden Age. This rebranding
exercise is one part of how to improve their services. They are changing its
corporate colours, as well as improving their core culture that is long instilled in all
staff.
Next, the process of hospital workflow that tend to be problematic or irritating
for patients, especially admission processes and patient flow. From admission
processes, we can see when in admitting patients, the back-office workflow
admission process often has to go from desk to desk, which means long waiting time
and more hassles for patients. Meanwhile, at the patient flow, delays in patient flow
are not uncommon in hospitals. While bed availability and system capacity can
determine patient flow, delays are often caused by process issues. These process
issues may include inappropriate ward placement, delayed diagnosis decision, lack
of consensus between an emergency department (ED) and ward on appropriate
inpatient admission, lack of bed availability due to delayed discharge of inpatients
and many more. These delays not only make patients feel frustrated, but also it
contributes to inefficiencies and waiting time. As waiting time increases, patient
satisfaction will drop significantly.
Other than that, the transformational changes can be seen when they are
acquiring new technologies, automation admission and recruiting additional
specialists to boost their standing and offering more sub-specialty treatment. By
acquiring the new technologies, their business can be more smoothly operate than
before.

8
2.2 WHO?

2.2.1 Who conducts the organizational change?

The person in charge the whole organization

of this hospital is Dato’ Dr Omar Abd Hamid,
President & Group Chief Executive Officer. Also, he
is the founder of this company. His past experience
on the planning and commissioning of HUKM and
Hospital Tengku Ampuan Afzan (HTAA), Kuantan
has made Avisena as the leading boutique hospital
that offers personalised service in a personalised
setup. Through his leadership, Avisena has become
more known and popular towards the nation citizen.
For this achievement, he was awarded the prestigious “Entrepreneur Award in
Service Sector” by the Ministry of Entrepreneur and Development.
Furthermore, when it became the decision making, he is the last person that
will make the final decision among the Board of Directors that can change the whole
organisation system. This decision can be seen when he takes the decision to
rebrand the name, logo, changing its corporate colours, as well as improving their
core culture that is long instilled in all staff. It takes a big step for him to rebranding
since the organization has been established more than 20 years old. The reason he
considers that decision because he wants to correct the people’s perception towards
the name of the hospital such as people in another state will assume the hospital is
just providing the medical service only to Selangor citizen. Also, it is quite unsuitable
open new branch at different states. Moreover, people assume that DEMC as
government institution hospitals while this is a private hospital.
In conclusion, the mission, vision and objective are to establish themselves in
the nationwide. In addition, the strength of Avisena Specialist Hospital is to improve
their business that will make them among the best healthcare provider and excellent
services towards the patient around 5 to 10 years in the future.

9
2.3 WHEN?

2.3.1 When does the organizational change process begin and how long it
takes?

Avisena Specialist Hospital (formerly known as DEMC Specialist Hospital)

operates as a hospital that provides boutique private healthcare services. The
hospital established in 1996 at a row of shophouses in Section 9, Shah Alam. In
2010, the hospital had been relocated to a 9-storey building at Section 14, Shah
Alam.
For early are known as Primary Maternity and Medical Centre (PMMC) and
now it already changes to the Darul Ehsan Medical Center (DEMC) with expansion
of its clinical services to include Orthopaedics, Internal Medicine, General Surgery,
Gastroenterology, Cardiology, Dermatology and Otolaryngology before accepted
with the DEMC Specialist Hospital till February 2018. In January 2013, DEMC
sought to expand their business by planning for a boutique Women’s & Children’s
Hospital. A 150 bedded Hospital neighboring the current facilities. After 22 years
operating, DEMC Specialist Hospital has launched its new corporate name ‘Avisena
Specialist Hospital’ in 21 March 2018. The new motto of the company is “With Us,
It’s Always Personal”. AVISENA’s services for women would be extended to
aesthetic, slimming and spa treatments. Other services offered include plastic
surgery and fertility treatment.
There is a next planning to extend the current hospital so that they can
conquer and rendered the market segment for patients that come from the Klang
Valley area. In future, the company will expand the business to other state
nationwide so that the company is more well-known in providing a healthcare
services throughout the country.

10
2.4 HOW?

2.4.1 How it is organizational change conducted?

As demand for better healthcare, and by extension health tourism, is on the

rise in the country, Datuk Dr Omar Abd Hamid plans to build more specialist
hospitals which now has two hospitals and a dialysis centre operating.
Therefore, in order to modernize management, the DEMC Specialist Hospital
has changed the way it works from multi-tasking to specialisation in their
management. Other department as Marketing, Finance, Customer Service, Human
Resource, and Project Management Office was set up and lead by person who is
expert in that field. Management has also begun to adopt a conducive, customer-
friendly and staff-friendly environment.
Currently, new hospital, namely Avisena Women’s and Children’s Specialist
Hospital has launched in 22 August 2019 by Selangor Ruler Sultan Sharafuddin Idris
Shah. The hospital provides more new services to attract the market. The hospital
also would be investing in latest medical equipment and new technologies, such as
Gynaeoncology, Child & Adolescent Gynaecology, Fetomaternal Medicine and
Urogynaecology; a One-stop fertility centre; General Paediatric with subspecialties in
cardiology, gastroenterology, ENT, Dermatology. Whilst in Paediatric it offers
specialities in Neonatology; Paediatric Surgery with specialties in laparoscopic
procedures, orthopaedic and burn management as well as a comprehensive
Paediatric Dental services.

11
 Designed with women and children in mind, the hospital has created a special
room for it is paediatric patients’ mothers called the Anjung Bonda. It is an exclusive
room for mothers to rest and recuperate. Unlike labour rooms in other hospitals, at
Avisena Women’s and Children’s Specialist Hospital, the labour rooms are also
designed to create a calm, soothing, homely ambiance for its soon to be mothers. To
educate and alleviate anxiety for children who have to undergo radiology
procedures, a dummy CT-Scan machine called kitten scanner is set up. It even has
a rooftop playground and playrooms with play therapists at each paediatric ward. On
the 11th floor, Sutera Lounge, a waiting area is accessible for its premium patients
and visitors. Avisena Women’s and Children’s Specialist Hospital has a total of 16
suites and executive rooms that comes with a butler service.

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3.0 CONCLUSION AND RECOMMENDATION

3.1 State your views / opinion of the current process (within the scope of
the areas discussed in part 2 above)

Healthcare is a big topic which presents even bigger challenges for healthcare
leaders. The following section will focus on three impacted areas starting with
marketing followed by product or service and lastly is financial problems.
Based on our study, the DEMC Specialist Hospital have a few problems that
should be improvise in their hospital. The marketing problem is that most people
perception this DEMC is closely linked to government institution hospitals. As we
know, this hospital began with name “Primary Maternity and Medical Centre”
(PMMC) in year 1997, the hospital has commenced inpatient services. On the year
2000, the rebranding of PMMC became “Darul Ehsan Medical Centre” (DEMC).
When the hospital was relocated to section 14 Shah Alam, it is officially re-branded
as “DEMC Specialist Hospital”, Shah Alam on 2010. From this timeline, it can be
seen Darul Ehsan Medical Center which consists of the name state of Selangor
Darul Ehsan. However, that related “Darul Ehsan” name, DEMC name can’t be
expanded to other state because of its name. Mostly DEMC Specialist Hospital focus
oriented Shah Alam and Klang Valley only.
The second problem is the hospital workflow processes that tend to be
problematic or irritating for patients especially admission processes & patient flow.
From admission processes, we can see when in admitting patients, the back-office
workflow admission process often has to go from desk to desk, which means longer
wait time and more hassles for patients. Meanwhile at the patient flow, Delays in
patient flow aren’t uncommon in hospitals. While bed availability and system capacity
can determine patient flow, delays are often caused by process issues. These
process issues may include inappropriate ward placement, delayed diagnosis
decision, lack of consensus between emergency department (ED) and ward on
appropriate inpatient admission, lack of bed availability due to delayed discharge of
inpatients etc. These delays not only make patients feel frustrated, but also
contribute to inefficiencies and wait times. As wait time increases, patient satisfaction
will drop.

13
 Next, there are growing financial pressures for many of the healthcare
organizations to collect cash for services rendered due to increasing amount of
deductibles and increased co-pays that burden patients with additional expense.
AVISENA also facing the same issue in managing the cash collection for the service
that already been given to the patient. The management should look down this
matter urgently on their current workflow & standard of procedure (SOP) as the
figure will rise time by time if there is no action taken from now onwards. Each year,
the outstanding amount not collected among corporate client or insurance company
also increase. As the one of the income of the company comes from this resource,
there will be small impact in terms of the company financial performance if it’s not
been handling well.
Based on table as per below, the outstanding amount not collected from the
previous accounting year by the debtor of the corporate client or third party
administrator also contribute to the low amount of revenue generated from the
service given to the patient. Current practice in handling those debtor account should
be reviewed again & handle well. The respective department should take an urgent
action to monitor this issue carefully with the involvement of the decision maker of
the company. Some debtors such as corporate clients & insurance companies, they
take the time to proceed the payment due to many redundant issues. Even though
there is an agreement sign by both parties, from my view it is not fully monitored by
the hospital and followed by the partners. In the end there is no action taken to settle
the outstanding issue carefully.

14
3.2 Give at least two (2) recommendations on how the organization can
further improve (within the scope of the areas discussed in part 2 above)

Rebranding or Organizational Change is the process of changing the

corporate image of an organisation. Its involve moving an organization away from its
current situation toward a new future or desire situation to increase its effectiveness.
It’s also a marketing strategy of giving a new name, symbol, or change in design for
an already-established brand. Change is the adoption of a new idea or behaviour by
an organization. The idea behind rebranding is to create a different identity for a
brand, from its competitors, in the market.
As for the recommendation and improvement, the first thing is to change the
marketing problem. For example, DEMC choose to rebrand the new name which is
Avisena Specialist Hospital. According to the President & Group Chief Executive
Officer Dato’ Dr Omar Abd Hamid, the purpose of choosing this name is one of their
initial steps to extend our services to other parts of the country after operating more
than 20 years. They believe in having a more general name, well accepted by the
public. The hospital is also changing its new image and message. As we know, a
fresh new brand identity can add energy to a business, both inside and out. In
addition, the hospital is investing in new technologies and recruiting additional
specialists to boost the standing.
From this case study, we can see the same situation about ‘problem with
brand’ which is ‘Darkie’ toothpaste. In Chinese, Darkie is called ‘Hei Ren Ya Gao’ or
which translates as ‘Black man toothpaste’. The design was created by Hawley and
Hazel, a Chemical Company. Established in Shanghai in 1933 and later based in
Hong Kong and Taiwan before Hawley and Hazel was acquired in 1985 by the
Colgate-Palmolive, an American company, although the product is not marketed by
Colgate-Palmolive. The packaging featured an image of a wide-eyed, smiling dark-
skinned black male wearing a top hat, monocle and bow-tie, an image associated
with minstrel shows. Hawley and Hazel marketed Darkie as a parody of an American
minstrel performer Al Jolson, who became popular for his blackface performances.
However, they received significant controversy over the brand. After confronting
immediate public backlash, CEO Ruben Mark offered a statement to the New York
Times, by issuing an apology, replacing the English name of the toothpaste to
"Darlie", and the image on the packaging was altered to show a racially ambiguous
15
face in a top hat to avoid racial misunderstanding. After the Colgate-Palmolive
acquisition the toothpaste continued to be sold in some Asian countries, including
Taiwan, China, Indonesia, Malaysia, Singapore, Vietnam and Thailand where its
brand and logo are not considered offensive. If the hospital is operating the same
way today as it did when it was first launched, then the shareholder or founder will
lose business. Not only affect to them, also to the staff losing job. The company and
brand identity should always be closely aligned because if discover the two are no
longer a good fit, a change is definitely in order.

Al Jolson, the comedian that inspired the

logo design.

Second recommendation on how the Avisena Specialist Hospital can improve

their product or service problem, especially on admission processes during dealing
with the patient. It will help organizations to remain relevant to their customers.
Avisena Specialist Hospital is totally different with the other private hospital. The
company also carefully selects the specialists to fulfil the customer needs based on
types of services that frequently requested by people in the market. Before the
employee serves their service to the customer, they will make sure the staff is well
16
trained to treat the patient according their core values so that the customer feels
comfortable and secure. Automating admission processes can save time, improve
the patient experience and generally enhance effective operational procedures.
However, smoothing the flow of patients in and out of hospitals and other health care
settings can help to reduce overcrowding and customer satisfaction that surely could
influence the sales and moreover the revenues of the hospital. By maintaining the
best performance and service, Avisena Specialist Hospital will able to attract and
maintain the trust among their patient and able to become the best private hospital in
Malaysia.
Next, the recommendation is about financial or revenue. A good payment
collection strategy begins with the first interaction between the patient and the
provider. For self-pay accounts, the hospital must develop a systematic collection
workflow and stick to it. When patients have outstanding bills, they should be
contacted early and often in the revenue cycle. The message sent out to the
community must mirror the hospital’s policy to pursue collections for those who do
not pay. A poorly executed collection strategy actually indirectly trains patients “not
to pay their bills. Moreover, the company should use the latest technology to inform
patients of all outstanding also the payment options well before service is provided.
The management also should retrain the staff to encourage patient for cash
settlement every opportunity & proactively offer payment plans to patients who have
restricted availability to make payment. The other alternative solutions that should be
taken is by hiring a debt recovery agency to manage the outstanding on behalf of the
company instead of letting the patient getting away without paying the outstanding.
Moreover, many debt collectors will always follow-up & remind the patient to settle
up the bill. This will save more time & money to the company.
In the findings regarding the collection issue on the corporate client or third
party administrator, the company should take an urgent action to make sure they
could minimize the bad debts in their account. There are definitely ways to minimize
in-house debt collection problems especially from the client. The management
should make sure their debt recovery team had taken a step in managing the client
account by prepare a summary of account whenever needed to reconcile and build a
good relationship with the client. From the aging report, the old outstanding is not
been monitored well. The company should make a clearance to the outstanding,
doing a write off the outstanding in the accounts book for the balance amount that is
17
more 7 to 10 years outstanding that is not payable by the client. Recoverability of
some receivables may be doubtful although not definitely irrecoverable but it will help
to identify the right performance of the company in future. The debt recovery team
should handle the account more details right after this & assess customers’
creditworthiness as well as setting an appropriate credit limits for the corporate client
to comply. Relationship between the client & the hospital should be improved to ease
everything up in terms of management from all those aspects related to company &
client.
Lastly, if the individuals are uncertain or unable to predict what is going to
happen in the future, the resistance is going to be high. This is because there is a
tendency in us to always expect the worse to anything new. Sometimes uncertainty
is associated with loss of control or the feeling of insecurity, especially if the change
will have impacts of an individual’s self-concept, careers or their jobs. Organizational
change is important to keep a constant force, get the organizational reality and
prevent the negative opportunity or a threat.

18
4.0 REFERENCES

NST. (2018, March 23). Personalised healthcare at AVISENA. [Blog post].

Retrieved from https://www.nst.com.my/news/nation/2018/03/348228/personalised-
healthcare-avisena

BERNAMA. (2018, March 20). DEMC SPECIALIST HOSPITAL REBRANDS AS

"AVISENA" - PLANS TO EXPAND NATIONWIDE. [Blog post].
Retrieved from http://mrem.bernama.com/viewnt.php?idm=5153

Dr. Nor Anisa Hanan. (2018, March 27). DEMC Medical Centre Rebranded to
AVISENA Specialist Hospital. [Blog post].
Retrieved from https://today.mims.com/demc-medical-centre-rebranded-to-avisena-
specialist-hospital

Tim Stobierski. (2020, Jan 21). Organizational Change Management: What It Is &
Why It’s Important. [Blog post].
Retrieved from https://online.hbs.edu/blog/post/organizational-change-management

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5.0 APPENDIX

BEFORE REBRANDING

AFTER REBRANDING

20