DISCUSSING ORGANIZATIONAL CHANGE Lisa Thai HRMT-440 Colorado Technical University 4/18/2018 Business organizations in the industry are always experiencing changes in the business environment. This forces them to change their operations hence in order to coup with the changing business environment (Fletcher, 2004). The technology keeps on advancing hence the need for business enterprises to adopt the use of it in order to boosts its performance in the industry. Organizations that perform well in the industry starts to grow in size hence expanding their operations in the industry. The increase in size of a firm requires it to makes certain changes in its operations in order to incorporate the growth in its operations.
Abstract Change Healthcare along with the mergers with McKesson and Altegra Healthcare has made this organization one of the largest healthcare technology companies in the United States. Providing modern day technology software for solutions to all aspects for billing and coding which does include outside sources such as the Federal Government and private pay companies. This giant healthcare organization also serves to provide technology for services within the medical, dental, pharmacy and laboratory healthcare organizations. In this paper, there will a discussion on the cost management, revenue performance, marketing, and how social and political issues affects the performance for Change Healthcare Organization. The mission for Change Healthcare
According to Garson (2000), the primary issues of healthcare, which were improving access, lowering costs, and improving the quality of care, would accelerate through 2010. Later in 2008, the Institute of Medicine (IOM) along with the Robert Wood Johnson Foundation researched the need of radically changing the nursing profession to confront the issues of healthcare (National Academy of Sciences, n.d.). Through these issues the IOM has devised a report suggesting the transformation of nursing practice, education, and leadership. By transforming the nursing profession, the IOM will give way for positive changes in the healthcare system. With this said, the IOM has researched and devised a plan to confront the issues of healthcare, however, how will this impact the nursing profession?
Implementing a change can create anxiety or fear of failure in nurses, which may lead to a resistance to change practice. “Changes to a system may be anticipated and planned, or they may be sudden and unexpected” (Yoder-Wise, 2015). The reimbursement
Transition to Leadership Scholarly Paper: Transformational leadership Leadership demonstrated by nurses has been identified as an essential aspect of efficient functioning within a unit as well as, it is a pillar of high quality nursing care (Ajanaku & Lubbe, 2021). The state of healthcare is constantly evolving and changing and throughout this nurse leaders have played a part in helping transition to new best practices. Kouzes and Posner have developed a leadership mode centred on different leadership practices that when used helps develop effective nurse leaders. This model includes 5 areas of practice which includes: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. For a nurse
Many of the times we go into change and train (education) but there is always a resistance and we always struggle with and we can never measure it correctly to show the effectiveness of our trainings and process improvements. Chapter 19 explains the resistance to change and I think in today’s world this will be a huge concept to understand when leading a healthcare organization. Healthcare for many years has been said to be “old school” and it has in many ways when it comes to the culture. As leaders, we first have to learn how to adapt to change ourselves, learn the tools that are needed to drive this change, and then ensure the organizations voice is heard and inputted into these changes. Using chapter 19 tools and theories can help drive that change effectively.
The Renaissance was an era of rebirth. People were learning new things and it is considered the most important period of time since the fall of Ancient Rome. People in the medical profession were still learning about the human body. This is where the practice of dissection and body snatching played a role in shaping future society. The practice of body snatching and dissection during the Renaissance era greatly impacted the study of human anatomy.
Introduction Effective leadership by professionals is crucial in all healthcare organizations. The way workers define leadership has changed from generation to generation, however, a common description of leadership is the motivating behavior of an individual directing the activities of a group towards a shared goal. (Ward, 2017) Influencing group activities and coping with change are some of the key aspects that an individual in a leadership role will be working towards. According to an article, "management is about coping with complexity" and "leadership is about coping with change", therefore, both aspects are critical to a successful leader.
The Purpose of this essay will be to discuss organisational change within the National Health Service which will be critically analysed by relevant literature on power, politics and communication to understand the key inhibitors of this change. In particular, this essay will focus on Gerry Robinson’s aim of reducing theatre waiting lists of 3500 people within 6 months to prevent financial problems for Rotherham Hospital (Alepoudellis, 2013). In addition, further literature will be used to highlight the lessons learnt when conducting management of organisational change. “Organisational systems are conceptualised as operating in three types of environment – temporal, external and internal- that interact with each other to create the triggers
The change agent will be the nurse manager in the department, and the task at this stage will be to make others see the need for change, and also to assess the readiness for change within the
This essay is going to reflect on my own management and leadership style in delivering patient care. It will discuss the effectiveness of the other leadership and management style within the multi-disciplinary team and its impact on delivering patient care. I will use as an example, my previous experience back home as a nurse and compare it to my current experience in the United Kingdom (UK). This will show my strength and weakness as well as my new learning skills, which have changed my practice. I will be using Driscoll model of reflection (2007) to guide my thought and refine my ideas.
Abstract The strategic change cycle is one of the processes within strategic planning. This cycle is a ten-step process created to assist organizations in meeting their mandates, satisfying their missions, and constructing public value. “Strategic planning is intended to enhance an organization’s ability to think, act, and learn strategically” (Bryson & Alston, 2011). Introduction Strategic planning is “a deliberate, disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other Entity) is, what it does, and why it does it” (Bryson & Alston, 2011).
Healthcare organizations’ goals includes provide quality, value priced, safe health care services and ultimately, improve health outcomes. In addition to this primary goal, healthcare organizations also seek financial stability, community value, ethics and employee engagement. In this context, leaders are asked to efficiently use the available resources to optimize the managerial approaches to direct their teams towards more productive environment and positive interactions with patients. Healthcare setting-unlike business setting-is a more complicated system that consists of different professional teams and departments that usually don’t share the same objectives or planning strategies due to the diversity in the services provided.
Emergent strategy When change happens, an organization changes its strategy, which in turn, changes its structure, organizational culture, recruitment standards and etc. It indicates that strategy process is part of change process. As mentioned before, most change initiatives fail, no least because not engaging all employees in the process towards change (Stanleigh, 2008). We suggest that emergent strategy is a central part of successful change. One reason for this being that the foundation of emergent strategy is to involve more people in strategy making process (Mintzberg et al., 1988).
That requires a thorough analysis of the expected benefits in relation to the degree of business change. A change that affects the entire organization would have the potential to increase business revenue substantially. As change grows in cost and complexity, the higher will be the scope of change and, subsequently, different strategies should be introduced. Once the degree of change is determined, a suitable delivery program for the organization should guide all change effort.
