Management změny v transformujících se zařízeních sociálních služeb

The text is devoted to the topic of the change management in the process of transformation of residential social services in the Czech Republic. The basic context of these changes is given by the Act No. 108/2006 Coll. on social services and its implementing regulations. These standards define not only the fundamental form of the system of social services but also the context of transformation activities. Large residential social care services, which often have been working with only minor changes for many decades and in which social services are still provided mainly collectively, often by the personnel without adequate training, skills and background, must be transformed into a form, which will be able to respond to the specific needs of the people with disabilities or seniors. This implies that the institutions will cease to provide the service to all clients in the same way and instead they should create a number of differentiated social services that can respond to the individual needs of people. This transition process is complicated by the fact that several different actors enter there and their cooperation is not systematically addressed. The transformation of a large institution into a provider of differentiated social services is a complex change in the organizational, procedural and personnel sphere, and therefore there is a need to manage it. In social services, the changes in the personnel area are particularly important because the quality of services depends primarily on the human factor. The selected personnel strategy should result in maximizing the potential of the employees and the teams, but it should also take into account the "human" aspect of the change, then the attitudes of the workers, their personal settings and the concerns and expectations of the potential changes. They may result from the changes in roles, changes in requirements, changes in the organizational structure or the allocation of resources but also from the changes in philosophy, values and principles of the organization. Theoretical knowledge is supplemented by the selected findings of the indicative qualitative research survey conducted in the six selected social service facilities which have implemented or are currently implementing some transformation steps. The work includes an outline of the recommendations for the staff working in the organizations that will only make transformation steps. These are proposals for the work with the personnel working in order to involve employees into the process of change and to reduce the tension and uncertainty of the ongoing changes.