Change Management Process in Healthcare

Running head: BUILDING ORGANISATIONAL STRUCTURES
CHANGE MANAGEMENT PROCESS IN HEALTHCARE PROCESS
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1BUILDING ORGANISATIONAL STRUCTURES
Introduction
The age of globalisation and development has removed the borders of the countries
and hence, market expansion, market acquisition and market utilisation has been developed
properly (Hornstein, 2015). In such situation, the existing organisations that are working in
such situation from years, has understood the need of reform in their process and structure so
that they could develop their organisation to compete with other new and well developed
organisations (Ceulemans, Lozano & Alonso-Almeida, 2015). Change management is one
such systematic approach that helps organisations to transform with respect to their goals,
their technologies and processes. As per Rosemann and vom Brocke (2015), while
conducting change management, all the changes that are planned to be implemented are
unique as well as all the individuals are unique to the changed process, hence structured and
strategic change management helps the employees to understand the changed process
effectively with enough time to adapt to the changed and developed process (Cameron &
Green, 2015). Therefore, the employees require support from the leadership and management
so that they could overcome their concerns effectively.
Leadership is a trait, acquiring which helps the individual to lead an organisation by
developing goals, visions and mission for the future of the organisation and its growth and
leadership (Westerberg & Tafvelin, 2014). Hence, as per Sfantou et al. (2017), the primary
role of the leader is to find out ways so that the employees and managers could work together
to achieve personal and professional success in their life as well as for the organisation.
Recent development in healthcare organisations around the world has increased the need of
changed process and management of the healthcare processes and hence in such condition,
application of change management with accurate supervision and guidance of leadership is
required (Ghasabeh, Soosay & Reaiche, 2015).

2BUILDING ORGANISATIONAL STRUCTURES
The primary aim of this paper is to provide a detailed discussion about the role of
leaders in the proposed change management in the healthcare facility to make the process and
environment effective and improve the skills and performance of the nursing professionals. In
this purpose, the paper would provide the scope of change as well as the components of
sustainable change in the healthcare facilities and the role of leaders in implementing those
changes in the process.
Implemented change in the healthcare facility
As per the researchers of Carpman and Grant (2016), it has been extensively observed
that majority of the healthcare facilities around the world that has been developed in the 19th
and 18th century has not equipped with facilities that could increase the patient’s chances to
overcome their health concerns. Loch (2014) has also mentioned that hospitals built in late
70s or 80s had equipment filled in patients’ wards that affected the mental health of the
patients and prevented then to overcome their health condition. Further the care environment
of the hospital was not effective for patient’s wellbeing improvement (Doppelt, 2017).
Hence, majority of the researchers has compared the healthcare facilities of that time with the
prisons (Rothman, 2017). Therefore, it is important for the healthcare facilities to make
changes in the process and structure of the care facilities so that patients and their relatives
could be provided with effective care to improve their health conditions (Doppelt, 2017).
Besides these, in the modern healthcare facilities, continuous growth and development has
brought several aspects that could increase the growth and development of the patients that
are present in the care facilities (Loch, 2014). Hence, in such conditions, it is important to
implement changes so that healthcare facilities could be provided with effective changes for
the wellness and improvement of the healthcare facilities (Carpman & Grant, 2016).

3BUILDING ORGANISATIONAL STRUCTURES
Type of change management models and examples
As mentioned by Verhulst and Lambrechts (2015), the change management models
and strategies that could be applied in the healthcare facility for process and structural
changes are of three types such as organisational wide change, bottom up approach, and
employee focused change. As per Worley and Mohrman (2014), the organisational wide
change is conducted over the macro level and the focus is completely upon the identification
of the required improvements so that through proper identification, it becomes easier to
implement the company wide enforcement of the change in the organisation. One example of
this change management process is Lewin’s change management model that is proven to the
simplest and best change management fir the application of the change management strategic
execution. As per Cummings, Bridgman and Brown (2016), it was mentioned that majority of
the organisations that are aiming to implement the change management process for the
growth and development of the entire process, or a wide angle change, Lewin’s change
management model helps with accurate and impactful execution. This change management
strategy includes steps such as Unfreeze, Change and Freeze through which, the employees
and the process could be changed with effective and determined management (Verhulst &
Lambrechts, 2015).
The second change management model or approach is the Bottoms Up Approach as
per Smith, Maull and CL Ng (2014), that dependent upon the goal-oriented changes. This
approach is helpful in determining that goal is important for the development of the
environment for the change that needs to be implemented in the organisation for the change
management process (Kuipers et al., 2014). One example of the Bottoms Up Approach is the
ADKAR model in which five aspects such as awareness, desire, knowledge, ability and
reinforcement of the change is implemented and hence, it was proven to be effective in the
change management for the organisations around the world (Doppelt, 2017). Hence, through