INS317: Organisational Change Management
Added on 2020-05-04
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Change Management 1CHANGE MANAGEMENTBy (Student’s Name)Professor’s NameCollegeCourseDate
Change Management 2Conduct the diagnoses of change that led King Edgar Hospital NHS Trust to launch an organizational change program and map the problems. (10 Marks) The industrial revolution have led to the advancement of the world and has greatlycontributed to the ongoing growth as well as development. As a result of the unique 4th IndustrialRevolution, the government had mounted massive pressure for Hospitals to improve theirservices while reducing the duplication. This forced the three Hospitals to merge andsubsequently formed the King Edgar Hospitals Trust. The Trust received massive negative mediacoverage as a result of its waiting list challenges alongside thirty pound million financial deficit.The Trust’s credibility plunged deeper and this occasioned the need for change management. Theidentified problems facing the Trust then included surged trolley waits for the patients in bothA&E (Accident and Emergency) department, bottlenecks in medical admission ward, higherrates of admission, patient put on wrong wards, surged durations of stays, discharge delays, poorrelationships with social services as well as surged patient complaints. The King Edgar Hospital NHS Trust was never left behind due to these change especiallythe 4th industrial revolution that has been increasingly contributing as well as challenging thenorm. The revolution is never merely about smart and associated machines alongside ecosystem,it is instead a fusion of both and their respective interactions crossways the digital, biological aswell as physical domains which make it fundamentally distinct from the predecessors. Thisimplies that industries including the King Edgar Hospital NHS Trust must find novel forms ofoperating their businesses. This has subsequently led to the Hospital need for a majortransformational change crossways the industry. This is because the Healthcare Industry isamongst the most critical to the 4th Revolution and this challenged with complexities ofpropelling key transformational change.
Change Management 3King Edgar Hospital was as a result marred with financial crises, hurdles meeting thegovernment waiting list targets as well as negative media coverage. The hospital was thuspropelled to launch an organizational change program against this backdrop of a genuine crisis.It adopted the end-to-end chain which meant from the admission to discharge being the focalpoint earmarked for change. The change was thus meant to be the novel norm as the healthcaresector copes with the effects of the 4th industrial revolution. After deliberations on the issues identified above, it was apparent that many problemswere related to inefficient patient processing that bared the capability of the Trust to decreasetheir waiting list. Provided the governing scrutiny of long waiting list, alongside resultingautonomy repercussions for the Trust, sorting out such capacity as well as throughout challengesbecame a top notch priority. The Trust realized that someone had to drive and acceptaccountability of the Trust to enhance the performance of the admission-to-discharge chainbesides the turnaround strategy. The CEO of the Trust then asked the executive director ofnursing (Tracey Burn) to take lead. Burns was aware of each problem. Albeit her roles andresponsibilities were wholly managerial, she was never a stranger to hands-on-nursing, as sheknew that the Trust beds were frequently blocked by patients that were medically stable yet hadnowhere else to leave for like nursing home. She thus welcomed the opportunity for two keyreason. One reason was the professional caregiver gut response to an unacceptable condition asshe thrived to place herself in the position of the patient having spent up twelve hours on thetrolley in the A&E department when one has had nothing to eat or even drink and one has likelygot the sore bottom due to one being laid on the tiny and little thin mattress without dignity. Forher, it was all about saying that the Trust could make a change to that menace then by merelymoving certain of systems. Her second reason was that past patient viewpoint, Tracey saw the
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