Report on Change Strategies and Management at Care UK Organization

This report outlines training as a change approach towards enhancing employee skills, quality of services as well as better consumer experience at Care UK organization. It also comprises a list of recommendations on some of the approaches which could be embraced by the organization in a bid to enhance performance while minimizing the challenges associated with organizational change.

Running head: Leadership and change 1
Report on change strategies and management at Care UK organization
Name of Student
Name of Institution
Name of Course
Date of Submission

Leadership and change 2
Introduction
Organizational performance is often anchored on a number of factors. The nature of the
organizational structure, the leadership approaches embraced at the organization, distribution of
resources, knowledge dissemination and quality delivery of services are some of the essential
elements of organizational development. An organization which has a good grip of its market, a
proper brand presence and consistency in performance serves as a good platform for
benchmarking especially when it comes to performance analysis (Bentley and Whitten, 2009).
Ensuring sustainability and continuous efficiency within an organization calls for the
incorporation of various innovative techniques which are often aimed at improving performance.
Consequently, managers are often engrossed in research activities in a bid to unveil the key areas
within the organization which may require adjustment before coming up with the most relevant
mitigation strategies.
Scope and purpose of report
The need to bring on board better management approaches with the aim of improving
performance within an organization leads to transitions which when not managed appropriately
may end up being detrimental to the company’s well being. This therefore calls for proper
strategies to manage change within an organization through the careful consideration of essential
organizational factors and hence ensure the change process is smoothly and efficiently executed
(Bhattacherjee, 2010). Due to the various challenges likely to be faced by an organization in the
process of change implementation, the change team needs to carry out a proper analysis of the
various factors which include the nature of the workforce, organizational structure, culture and
availability of resources. In line with the brief overview above, this report outlines training as a

Leadership and change 3
change approach towards enhancing employee skills, quality of services as well as better
consumer experience. (Jackson, 2013). Additionally, the discussion shall comprise a list of
recommendations on some of the approaches which could be embraced by the organization in a
bid to enhance performance while minimizing the challenges associated with organizational
change.
Background information
Care UK is one of the largest organizations in Britain which works in conjunction with
councils and care commissioning groups to provide health care services to people with
disabilities, mental sicknesses as well as the aged. The organization which has its branches
located in various areas across the United Kingdom was founded in 1982 and has since risen up
the ranks being viewed as one of the best care organizations in UK (Bidgoil, 2015). The major
services at the organization since its inception involves providing care to the aged, people with
learning disabilities and mental health problems. It currently operates 114 homes with over 8,000
beds. Care UK also supports approximately 17,000 older people from different locations in UK
through the provision of home care services. The organization’s NHS treatment centers offers
services to over 18 million patients in a year. Based on a case study of Care UK since 2013, it
can be deduced that the company continues to experience an upward trend in terms of
performance which can be gauged by its annual returns on investment (Chesbrough, 2010). The
change at the organization involved transitions in leadership and management approaches with
the core aim of improving patient experiences and the overall performance of the organization.

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Concept of change
Change can be defined as the transitions in processes and management approaches which
take place within an organization with the main objective of improving performance and return
on investment. There are various types of change. According to Collings and Wood (2009),
transformational change involves the variations in processes which leads to a total or partial
transformation in the organization’s structure and design. Developmental change focuses on the
aspects of the change process which leads to the holistic development of the organization in
terms of market performance, product design and production efficiency just to mention but few.
There are other forms of change for instance incremental and remedial change. These are
strategies which are implemented within an organization to solve a particular managerial
problem while increasing the company’s value in terms of market performance.
Drivers for change at Care UK
Based on the 2013, 2014 and 2015 annual company reports, the statistical records
indicate the aspect of bed shortages as one of the major challenges the company faced especially
during this period (Collings and Wood, 2009). Lack of enough beds led to various other
challenges which included long waiting hours and congestion in addition to increased risk of
infection. Additionally, expectant women with ectopic pregnancies would wait for over 3 hours
before being seen by a general practitioner (Dubin, 2009). This indicates an unfavorable doctor
to patient ratio hence resulting in long waiting hours and subsequently negative patient
experiences. Secondly, the program reveals that the doctors often complained of shortages in
medicine especially painkillers and antibiotics a fact which could be confirmed by the almost
empty medicine cabinets in one of the facilities. The third notable aspect which led to poor

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patient experience was the arrangement in which students taking courses in medicine were given
responsibilities to attend to patients because the nurses and doctors were too busy. The
inexperience in the students would lead to poor quality of care. The patients in the facilities were
being asked to take their own temperatures due to the fact that the clinics were dealing with an
overwhelming number of patients. The factors above coupled with various other challenges in
the management of the organization highlighted the need for change at the organization
(Edmiston, 2010).
Objectives of Change program at Care UK
The main objective of the change process at Care UK was to improve the company’s
image and brand among the people in UK through the provision of quality health care services
(Hope, 2009). The change strategies were therefore aimed at improving both individual and
corporate performance at the organization. The change approaches were equally geared towards
improving the consumer experiences by ensuring they get the necessary medical attention within
the shortest time possible and from qualified personnel.
Change Theory needed to address the objectives
In line with the stated change program objectives, the discussion employs Kotter’s 8-step
change model to outline the various strategies which were implemented within the organization
in order to achieve its change objectives. The theory was chosen because it provides a more
elaborate approach to change management. The model is useful as it provides a step by step
guideline to the strategies which managers can embrace in order to enhance smooth transitions
within the organization. At Care UK, the initial steps involved creating the urgency for change
before clearly articulating to the members of the organization the need for change. The second

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step would involve the formation of a change management team who were then charged with
mandate to oversee a series of strategies (Funnell and Rogers, 2011).
Type of change at Care UK
While transformational change involves a shift in organization’s culture as a result of the
implementation of underlying strategies used in the past, transitional change is defined as a shift
in the way processes within an organization are completed in a bid to increase efficiency
(Johnason, 2009). Based on the descriptions above, it can be noted that deduced that the change
at Care UK involved both transformational and transitional approaches.

Leadership and change 7
Lewin’s Force Field Analysis of Care UK’s Change Strategy
In order to analyze the change process at Care UK, we incorporate Lewin’s model in order to
identify the forces that drove the change as well as the forces that acted as barriers to the change
process
Forces for change Forces against change
 The general need for a better
performance by employees at
the organization
 Desire to improve employee
skills through exposure,
training and corporate
empowerment
 A relatively stable
organizational culture and
structure
 A committed management
team keen on enhancing the
company’s profitability and
market performance
 Need for better knowledge
dissemination
 Need for an effective
leadership structure
 Supportive policies on NHS
health service provision
 Advancements in IT
Change at Care UK
Better health care delivery
Reduction of patient waiting
time
Enhancement of positive
patient experiences
 Inadequate resources to
manage the swelling patient
number
 Resistance to change by
employees
 Varying economic conditions
in some of the locations in UK
 Lack of qualified personnel
especially for the urgent care
units
 Challenges associated with
workplace diversity hence
variations in interests
 Flat leadership structure
leading to hindrances in
effective communication

Leadership and change 8
PESTEL and SWOT analysis of factors affecting change based on Lewin’s Model
With references to the model above, it is possible to note the various factors which
supported the change process at Care UK. By incorporating the PESTEL model of analysis, each
of the aspects above can be evaluated in relation to the nature of their influence to the change
process. The PESTEL model categorizes the forces above as political, economic, social,
technological, environmental or legal.
Political factors
To begin, political environment in the United Kingdom has been relatively stable over the
past decades. This has led to the establishment of supportive policies which have seen the
equitable distribution of resources and manpower to the healthcare fraternity. These policies
could be regarded among the supportive factors to the change process at Care UK. Additionally,
the political structure has led to the development of infrastructure hence improving the mobility
not only of healthcare facilities but workers and patients who are able to access the facilities
easily. Improved mobility due to the political environment could therefore be noted among the
forces that supported the change process at Care UK (Mesly, 2017). However, the recent exit of
Britain from the EU (Brexit) could lead to changes in some of the healthcare policies leading to
uncertainties in the future of health care in the UK. This unpredictable circumstances impact
crucial decision making processes within organizations, an aspect which serves as a force against
change.
Economic factors

Leadership and change 9
The economic situation in the UK is quite reliable. This can be noted as the single biggest
driver to change at Care UK. The increased level of development, improved trade both at
national and international levels has played a crucial role in ensuring economic advancement.
Organizational development and sustainability is only possible in an environment characterized
by a flourishing economy. This has served as a major driving force to change in Care UK.
However, the unpredictable economic situations due to variations in policies to international
trade as a result of Brexit may be considered as a hindrance to organizational change. When the
management is not in a position to effectively project the future economic situation, planning is
effectively hindered which in turn slows down the process of change implementation.
Social factors
The change strategy at Care UK involved the incorporation of strategies which had
drastic impacts on the human resource fraternity. In a bid to decentralize its services and improve
quality, the company had to way lay some of its employees. At the same time the introduction of
machine aided approaches would render some of employees jobless. Due to the fact that the
transition would lead to an alteration in the social lives that the employees were already used to,
the change process met resistance from such employees. Resistance to change as a result of
social factors is one of the major challenges in organizations hence the need for the most
appropriate mitigation strategies (Motiwalla and Thomson, 2009).
Technological factors

Leadership and change 10
The rise in technology and its incorporation into business management serves as one of
the main factors that support change in organizations. At Care UK, the introduction of the
enterprise system which was one of the change strategies was largely supported by the
advancement in technology which in turn made the required elements easily available. Aspects
of cyber crime are some of the disadvantages which accompany IT incorporation into
organization. There is therefore the inevitable need to keep the organization’s intellectual
property safe from intruders (O'Brien and Marakas, 2011). This does not only enhance the
continuity of the change process but also takes care of the organization’s core innovations from
its competitors.
Environmental factors
The healthcare environment in the UK comprises various patients who are continuously
in need of quality care and positive experiences. The need for patient satisfactory is a therefore a
vital factor which creates the urgency for change.
Legal factors
Legal aspects influence major decisions in organizations. They provide the necessary
guidelines to the managers to ensure that the strategies put forward do not infringe the rights of
the parties involved. For instance the legal requirements on employment may act as a hindrance
to an organization. The change strategy at Care UK involved reduction in the number of
employees (Reagans and Zuckerman, 2011). Some of the employees may choose to take legal
actions against the organization especially when the termination occurs against the contractual
agreements. The long court battles do not only slow down the change implementation process

Leadership and change 11
but is often accompanied by numerous cost implications especially when the complainant wins
the case.
SWOT analysis of change strategy at Care UK
Strengths  Stable government policies on NHS health services
 Effective infrastructural development
 Supportive business environment including proper patient
loyalty
Weaknesses  Resistance to change by members of the organization
 Inadequate skills exposure among some of the practitioners
 Lack of enough resources to support the change process
Opportunities  Rise in technology hence providing the right platform for
incorporation IT to support the change programme
 Support from collaborators including partners, suppliers and
distributors who provide new ideas necessary for change
implementation.
Threats  Rise of competitors hence leading to market segmentation and
decline in company profits
 Unpredictable economic and political situations which makes
planning quite a challenge.

Leadership and change 12
Conclusion
The major aim of the change strategy at Care UK was to concentrate on a particular line
of service delivery which could then be executed with utmost precision hence leading to an
improvement in patient experiences. The report reveals this as one of the core objectives of the
change process. In addition to the strategies above, the organization also laid a strategic plan
which would involve staff empowering through training and exposure in various fields. These
are approaches which would be implemented over a long period of time hence leading to
transformational change. Additionally, the sale of facilities to other groups equally involved
laying off some of the company employees. The ones who would remain within the
organization’s fold were then taken through training in order to equip them with the necessary
skills for quality delivery of services to patients (Johnson, 2010). This can be noted as a
transitional change. As an approach to enhance proper record keeping and inventory
management, the organization introduced the use of an enterprise system. Through this strategy,
it was possible to trace the patient records hence reducing the waiting hours and minimizing
errors such as wrong diagnosis as a result of wrong information obtained about patients (Austin
and Bartunek, 2014). The current position of Care UK as one of the leading organizations in the
provision of NHS primary and secondary healthcare services in the UK could be attributed to the
effective change models which were utilized by the management (Klerck, 2009). The discussion
above reveals the vital place of effective change management strategies. Based on the case study
of Care UK, it can be deduced that there are various factors which often hinder the change
implementation process. In order to address the highlighted organizational issues, the report drew
upon arguments from various theories and models of change which included Lewin’s force field
analysis as well as Kotter’s 8 step model. The discussion also use PESTEL model to outline the

Leadership and change 13
various forces which support and stand against change at Care UK. Additionally, the paper relied
on review of contextual literature as a qualitative approach to data collection.
In line with the outcomes of the discussions above, the change team needs to consistently
review its strategies by analyzing the forces that support change together with those that hinder
change in a bid to create the right equilibrium (Robert, 2011). Lewin’s model above outlines the
forces that supported change at the organization. In the process of planning for the
implementation of the strategic change, it is important to focus on the supportive factors while
looking at the right approaches which would be helpful in minimizing the impacts of the forces
against change. Prior preparation of employees for the change process while creating an
environment of urgency would also be crucial in enhancing the speed of the implementation
process. It can therefore be deduced that the effective change management approaches which
were embraced at Care UK played a part in enhancing the change process. The current
performance of the organization in various regions across the United Kingdom is a distinct
indication of the fact that the change strategy at the organization was effective. There is a notable
improvement in patient experiences due to the qualified medical personnel who ensure the best
quality services are accorded to the patients (Stone, 2015). The organization also has enough
facilities which fairly addresses its patient ratio hence minimizing challenges such as long
waiting hours.
With reference to Kotter’s model of change management, it would be important to note
the need for continuity and consistency in the delivery of services at Care UK. Consequently, the
management at the organization needs to cultivate the change program into the culture of the
organization by embedding it among the core values within the fraternity. In order to achieve
this, the change team needs to create a platform in which the main components of the change

Leadership and change 14
program are constantly communicated to the members. This allows them to internalize the
requirements and hence flow easily into the various strategies put in place to govern the
implementation. As a strategy for ensuring change continuity, the organization also needs to
openly relay the reports on short term gains to the members. This approach acts as motivation to
employees and creates an environment where individuals constantly witness the benefits and
hence the need for change at the organization. Change is a fundamental requirement for
organizational growth. However for successful transitions, there is need for the implementation
of efficient change management strategies.

Leadership and change 15
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