EVALUATING TURKEY’S CORONA PANDEMIC PROCESS ON CHANGE MANAGEMENT

The process of fighting the epidemic in Turkey is seen that it continued as mental, not only as physical. Because the coronavirus, which covers the whole world and declared epidemic by the World Health Organization, affects people not only physically but also mentally if necessary measures are not taken. From this situation, it can be said that personal and social psychological reflections caused by coronavirus are more serious than physical disease caused by coronavirus. When considering the change management issues, steps taken in Turkey's fight against the epidemic appears to be important in the light of the examination of these issues. 

It can be said that the organizations went through a cultural change during the epidemic and this change manifested itself at the point of supply chain. For example, organizations adopting the "just in time" model had to waive the "just in time" model to identify the most appropriate alternatives, meet the demanded sales capacity, optimize cost and prioritize supply and production throughout the epidemic. Because they faced excessive demand, especially in the food and health sectors. In such a situation, even the most liberal country was seen to intervene in the health and food markets to meet the demand for basic foods and masks, disinfectants. 

In the Organizational Change Management area, it can be said that visible changes have occurred. Because, during the process, shopping centers, beauty salons, hairdressers were closed for a certain period of time, a limited number of people were fired to cover the fixed costs of the closed businesses. Firms with the necessary infrastructure have given more weight to online sales. Perhaps the most visible effect on organizational change will be in the increase of online sales or the "home office" working style. 

On the other hand, technological change management, has manifested itself significantly in the education sector, including various sectors. By prioritizing the projects, activities and operations of the technology teams, these teams were enabled to work in the most critical areas. Because face to face education could not be carried out, education was carried out over the internet during the epidemic. This method was an efficient method that the education sector is not used to. In the future, the effects of this change will be seen more. 

Leadership Style of Dr. Fahrettin Koca 

In the fight against the pandemic process in Turkey, Health Minister Doctor Fahrettin Koca's leadership style is similar to transformational leadership examples from various angles. Because the leadership example of Fahrettin Koca is different from the normal leadership examples. Since the coronavirus pandemic expresses a disease covered with uncertainties, various changes have been experienced in the process with new information. The ability of Fahrettin Koca to adapt to these changes in a short time and take action shows that he is a transformational leader. Efficiently working of the established scientific committee and health care professionals in the field, is an indication that Fahrettin Koca creates a common vision and affects his subordinates with this vision. 

Another positive situation is that Fahrettin Koca can motivate his subordinates and a large population in voluntary quarantine by providing intellectual stimulation. Combining this stimulation with mental motivation, Fahrettin Koca has developed a common goal in society with various slogans and symbols. 

Another point to be mentioned is the individual support provided by Fahrettin Koca. Koca, who gave his followers the opportunity to improve themselves, enabled them to take initiative when necessary and to conduct research by fighting against uncertainties. 

As a result, It can be said that Fahrettin Koca who is The Minister of Health, supported innovation and creativity by creating an efficient working environment, thus brought new leaders from his subordinates, got productive results in the field with his vision. For all these reasons, it can be said that Fahrettin Koca can be shown as an example of transformational leadership and he showed a successful leadership in fighting pandemic. 

Resistors Throughout the Fight Against Outbreak in Turkey 

During the pandemic period, the Ministry of Health encountered resistances from various reasons. The main causes of these resistances are uncertainty-based fear, economic factors, habits and security issues. These uncertainties caused them fear and security anxiety, as people could not anticipate the effects of this virus covered with uncertainty and they worried about their own lives. This fear and anxiety caused thoughtless movements, and therefore confusion. On the other hand, economic factors, were a rather difficult element of resistance. Businesses that had to be temporarily closed or revised within certain issues have resisted. The unemployed citizens became one of the sensitive points of this resistance element. Habits of socialized and active people showed strong resistance to the idea of living at home. All these elements were the resistance that threatened the ministry's measures. The Ministry managed to calm the fears and concerns openly and honestly by informing the citizens every day through Fahrettin Koca. Businesses supported by economic packages, have ceased to be a resistance factor with the confidence to endure the pandemic process for a certain period of time. They motivated people to stay at their homes, emphasizing the positive aspects of change. Despite the emergence of various sociological resistances, the Ministry of Health has managed to break these resistances by working transparently with its stakeholders.

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