Culture, resource, and regulatory concerns are elevating the importance of business expansion inthe contemporary world. Everyone, including service providers, must overcome the obstacles.Change readiness assists individuals and organizations in accepting and embracing obstacles. This study seeks to evaluate the different types of services offered to the elderly as well as the obstacles that arise when attempting to expand them, taking into account the diverse cultural backgrounds of the country's population, the dearth of available resources, and regulatory hurdles. In this research, a qualitative method was undertaken, followed by an exploratory analysis. This thesis investigates the service offerings and problems of eleven Bangladeshi service providers using primary data gathered from semi-structured interview. This also utilizes previous scholarly articles and published data from other academic sources.The study's findings highlight service provider challenges and offer a research paradigm for theservice business, notably elderly care. The results indicate that the majority of aged care services provided by different institutions are identical. Healthcare, along with other services like social and recreational programs, and educational and training courses, are all part of this category. Italso demonstrates that cultural, resource, and regulatory constraints are major roadblocks to this industry's development. Furthermore, research finding shows, currently providers are not ready tomeet the incremental demand and subsequent changes will take place in the near future.This thesis contributes to the literature on business development by examining organizational readiness to change (ORC) and the challenges faced by business. Despite focusing on a singlenation, this research provides a comprehensive evaluation of the importance of organizational change preparedness for service growth. This study suggested a conceptual model that relates institutional care obstacles from the provider's perspective.

<p>This study proposes that poor understanding of the structures, processes and outcomes of organisations seriously hampers collaboration between professional groups in care organisations. Three care settings were investigated: follow-up of patients with heart disease, an intensive care unit and care services for older people.</p><p>The overall aim was to investigate how people understand structures, processes and outcomes in care organisations. The participants were patients, patient representatives, healthcare professionals, managers and politicians.</p><p>A qualitative approach was used. Thematic analysis and grounded theory were employed in analysing the data.</p><p>Despite considerable efforts, no major changes took place over a 7-year period as to how cardiac follow-up services were understood. The system of cardiac follow-up services was found fragmented in its organisation and in the way individuals understood it. The results indicate that care professionals, patients and leaders have dissimilar understandings. The data suggest that care is organised from a professional-centred perspective rather than from a holistic worldview of the patients’ total context. Leaders in intensive care perceive their organisation as a learning organisation. However, in daily work healthcare tends to function to what can be described as a mass production approach to care. This state of conflict caused confusion and chaos among the leaders. The municipal elderly care services and the county council’s geriatric organisation had difficulties in co-ordination. Older people were perceived as passive recipients of healthcare, rather than as consumers whose well being and outcome were a reflection to the quality of the service.</p><p>The study concludes that despite the major changes that have taken place in the Swedish health and elderly care organisations over the past years, healthcare professionals’ understanding of their work has gone largely unchanged. Their understanding of care structures and processes did not change despite outside pressures. Lack of understanding of what others understand hampers development with the result that care organisations risk stagnation.</p>

This study proposes that poor understanding of the structures, processes and outcomes of organisations seriously hampers collaboration between professional groups in care organisations. Three care settings were investigated: follow-up of patients with heart disease, an intensive care unit and care services for older people. The overall aim was to investigate how people understand structures, processes and outcomes in care organisations. The participants were patients, patient representatives, healthcare professionals, managers and politicians. A qualitative approach was used. Thematic analysis and grounded theory were employed in analysing the data. Despite considerable efforts, no major changes took place over a 7-year period as to how cardiac follow-up services were understood. The system of cardiac follow-up services was found fragmented in its organisation and in the way individuals understood it. The results indicate that care professionals, patients and leaders have dissimilar understandings. The data suggest that care is organised from a professional-centred perspective rather than from a holistic worldview of the patients’ total context. Leaders in intensive care perceive their organisation as a learning organisation. However, in daily work healthcare tends to function to what can be described as a mass production approach to care. This state of conflict caused confusion and chaos among the leaders. The municipal elderly care services and the county council’s geriatric organisation had difficulties in co-ordination. Older people were perceived as passive recipients of healthcare, rather than as consumers whose well being and outcome were a reflection to the quality of the service. The study concludes that despite the major changes that have taken place in the Swedish health and elderly care organisations over the past years, healthcare professionals’ understanding of their work has gone largely unchanged. Their understanding of care structures and processes did not change despite outside pressures. Lack of understanding of what others understand hampers development with the result that care organisations risk stagnation.