Building Organisational Capacity in Health Care

Running head: BUILDING ORGANISATIONAL CAPACITY
Building Organisational Capacity in Health Care
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BUILDING ORGANISATIONAL CAPACITY
Introduction
Changing scenario in the organisation has become the common scenario these days. The
rapid innovation in current days is changing the demands of the service users. Therefore, the
organisations are adopting the change management scenario for fulfilling the needs of these
service users (McGovern, 2014). The efficient leaders and their leadership style drive the
organisation towards the successful change scenario. The leaders manage and lead the change
scenario by establishing the appropriate vision, innovations, mission, aims, and values. It is
notable that building the organisational capacity focuses on developing the resources, structures,
workforce, and leadership attributes for enabling the team and learning development fir
implementing improvements (Sarros, Cooper & Santora, 2008). The improvement of the service
quality in the health care scenario needs the proper visionary initiatives undertaken by the
organisational leaders. Therefore, the essay concentrates on the role of the leaders in developing
the workplace change processes.
The essay will elaborate the role of the leaders, especially during the change management
scenario. Furthermore, the study will also discuss the types of leadership style that create the
significant effects on change. In addition to this, the essay will develop the ideas about the
workplace culture and its significance to the change management scenario. The importance of
the vision, mission, and organisational values will be discussed in this essay. The theoretical
analysis of the leadership style will be discussed in the study. The challenges and the facilitators
to the success of the change will be presented in this essay.
Discussion

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BUILDING ORGANISATIONAL CAPACITY
The leaders or the managers in the health care system have the significant contribution to
the change management scenario. According to Marquis and Huston (2015), the managers or the
leaders need to ensure the delivery of the day-to-day operations in an efficient way. They often
undertake the appropriate business analysis and set the benchmarking approach to encourage the
associated staffs to adopt the change. The leaders firstly need to ensure the improvement of the
services and systems within their own departments of facilities. It is important for these leaders
to involve the entire organisation prior to bring changes within the environment (Buchan, 2000).
The case scenario is reflecting the improvement of the health care services in the specialized
areas. The leaders need to initially concentrate on the requirements of changes prior to strategize
the further activities. The recognition of the appropriate leadership attributes can facilitate
change within the scenario. In today’s world, majority of the health care professionals are much
familiar with the methodologies of quality improvement (NSW Health 2012). The initiatives
undertaken for achieving this purpose are generally performed by dividing the teams in the
specialized care units. The leaders are responsible for providing the fruitful and relevant training
to the associated workers to improve their professional skills to perform the activities. Carroll
and Edmondson (2002) pointed out that leaders develop the learning environment that facilitate
the change by encouraging the associates and improving the performance parameter. During the
change management scenario, the emergence of the internal conflicts is much noticeable. The
leaders need to take the responsibility to mitigate these conflicts and motivate the workforce to
perform in a better way.
The improvement of the health care service quality requires the appropriate management
and guidance of the skilled leaders and managers. Therefore, it is essential to adopt the
appropriate leadership style that creates the significant effects on the change management

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BUILDING ORGANISATIONAL CAPACITY
scenario. At the initial stage, it is important for the leaders to create the clear vision and select the
appropriate leadership style that would drive the change. The development of the
transformational leadership style would be much beneficial in such context. Speedy and
Jackson (2014) opined that the leaders within the organisation define and shape the work that
generally contributes to the innovations. It was evident that the individual leadership style is one
of the major visible determinants of innovation. However, Marquis and Huston (2015) argued
that transformational leaders provide the adequate support and promote the innovative
atmosphere that creates the learning atmosphere for the associated workforce. In the
transformational leadership style, the leaders often motivate the employees to perform in an
efficient way. On the other hand, the participative leadership style encourages culture and
innovations. They believe in high performance level within the organisation. This attribute is
necessary for fulfilling the purpose of improving the health care service quality. These two
leadership styles are much attributed to the purpose set for this very research. Baars et al., (2010)
explained that an efficient transformational leader generally concentrates on six major factors.
These specific factors are to provide an appropriate role model, establishing the high
performance standards, fostering the goal acceptance, providing the individual support, and
delivering the intellectual stimulation (Isouard et al., 2006). These specific factors are aligned
with the organisational culture that automatically improves the quality of the health care services.
Therefore, it can be inferred that transformational and participative leadership styles are best
suited to foster change within the health care scenario.
Prior to implement the change management scenario, it is necessary for the leaders to
identify the probable reasons for encouraging change within the organisation. The improvement
of the health care services would improve the quality of health among the community members.