This document discusses the importance of change management in healthcare, including theoretical approaches, internal and external drivers of change, the role of leadership and managers, and the relationship between organizational culture and the change management process.
Contribute Materials
Your contribution can guide someone’s learning journey. Share your
documents today.
Change Management1 Change Management2019
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Change Management2 Table of Contents Introduction......................................................................................................................................2 Theoretical approaches to change management and organization behavior in health care.............2 Internal and external drivers of change in healthcare......................................................................5 Evaluate the role of leadership and managers in the planning and initiation of change..................6 Relationship between organizational culture and change management process.............................8 Some examples of its implications in a hospital setting................................................................10 Conclusion.....................................................................................................................................11 References......................................................................................................................................12
Change Management3 Introduction The primary motives of this task are to discuss and outline the change management and organization behavior in health care. Change management is essential in healthcare to promote the services and to make happy the patients widely (De Bono, Heling and Borg, 2014). Change management is a systematic process to deal with transition and conversion of an organization’s goals, tools, techniques and processes. The paper also discusses that how internal and external drivers may affect the progress and success of healthcare to a large extent. Along with that, role of leadership and managers in the planning and implementation of change also have been drawn in the report widely. The report also outlines that how organizational culture affects the change management in healthcare. Some of the examples related to change management in a hospital setting. More detail of the task has been shown below. Theoretical approaches to change management and organization behavior in health care Change management is an ongoing and effective process that takes time, dedication, experts and endeavors to initiate and run. Some of the excellent change management approaches are discussed below. 1.Lewin’s change management model:It is one of the significant and dynamic approaches that make it possible for people to understand structured and organizational change. This model is created by Kurt Lewin in the 1950s. The three stages of this change management approach include the following: Unfreeze:It is a first stage of the change management approach which involves the planning for the change. At this stage, the health care sector shall be prepared for the change and also for the evidence that change is needed and vital. This phase is unique because most of the workers across the world try to resist change, and it is significant to break this status quo. This stage furtherinvolvesthehealthcaretoseekintoitscoreandreexaminingitsstatus.Health organisations at this stage needs to start from the basics such as challenging the values, behaviour, attitude and belief of the organisation before actually making the changes. In health settings since these are the core things that improve the services hence change management by analysing these factors is very much crucial (Nielsen, et al. 2010). Change:It is a stage where the real transition or organizational change takes place. At this stage, dynamic leadership and reassurance is vital because these attributes not only lead to steer forward in the right direction but also make the procedure easier for the workers who are
Change Management4 involved in the process. Time and communication therefore are the keys for this stage to implement change management effectively and successfully (Kaminski, 2011).Health care settings must look for resolving their uncertainties such as to what is the position they must take is and what is the objective they actually want to achieve. Since health care settings are at greater risk of safety hence the changes must be done carefully. Understanding all the aspects of change is crucial. Organisations must know the way in which they will have to respond to problems in the change process. Refreeze:In this stage, the change has been adopted, embraced and initiated by people; the firm begins to become constant again. That is why the stage is referred to as refreeze. This stage needs support of the people to make sure changes are optimized all the time and initiated even after the aims and objectives have been attained (Sarayreh, Khudair and Barakat, 2013).Health care settings must look for the stability while the changes are going on and new changes are being planned. Creating belief in the staffs of the health organisations is very much essential as it allows them to change itself in the future also while ensuring that the process is not so difficult for the staffs and the patients. 2.Kotter’s change management theory:It is one of the well-known approaches to change management. This approach is divided into eight stages where each one of them monitors on key beliefs and values that are interconnected with the response of employees to change. The eight steps of this change management model are shown below. Increase urgency:This stage involves generating a sense of urgency among the employees so as to inspire and encourage them to move forward towards the aims and targets.It is the role of the manager of health care setting to build this sense of urgency (Cane, O’Connor and Michie, 2012). Develop the team:This stage is interconnected with getting the right and talented employees on the team by appointing a mix of skills, commitment, engagement and knowledge.Staffs such as doctors, managers, nurses and other medical staffs need to create team so as the process of change becomes easier (Brown and Osborne, 2012). Get the vision accurate and correct:It is a stage that is related to creating the right and dynamic vision by considering creativity, aims, objectives and emotional connectivity.For exampleinHealthcaresettingneedtomakesurethatsafetyofpatientsmustnotbe compromised while making these changes (Dixon-Woods, McNicol and Martin, 2012).
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
Change Management5 Communication:It is also a significant part of change management because communication plays a major role in change management (Small et al, 2016).Health care setting must take use of communication model that helps in ensuring the flow of information is smooth. Get things moving:To get things moving, the health care sector needs to eliminate road backs and obstacles effectively. Focus on short term goals:Monitoring on short term objectives, goals and categorizing the goal into small and attainable parts is an excellent way to attain progress and success without too much pressure. Do not give up:This is an important attribute that not to give up while the procedure of change management is up-to-date.For this the role of feedbacks becomes important. Incorporate change: To manage or handle change effectively and efficiently, it is fundamental to reinforce it (Appelbaum et al, 2012). Organizational behavior in health care shows a clear and depth understanding of individual and group behavior in healthcare. Organizational behavior in health care is affected by diversity, communication, collaboration, conflict management, managing change and leadership (Paton &McCalman, 2008). Thus, all these factors should be positive to achieve long term goals and targetsinahasslefreemanner.Themanagersplayakeyroleinmaintainingpositive organization behavior at the workplace because they can directly influence an employee’s motivation and satisfaction (McCalman, Paton & Siebert, 2016). Internal and external drivers of change in healthcare The internal change management drivers in health care are presented below. Organizational culture:It is noted that organizational behavior may be defined as a systematic study of the attitude and performance of individual and group in the health care sector. In healthcare, the top management listens to workers, and analyzes their needs and requirements to serve the people effectively and adequately. In this context, organizational culture plays a major role in attracting and retaining skilled and potential people to implement the changes in healthcare. Without maintaining a strong and dynamic culture, the organization cannot attain long term targets and goals (Kotter, 2011). Employee morale:It has been studied that strength of an individual and level of confidence is crucial for a firm. To increase and enhance the morale of the workers, the company needs to
Change Management6 provide motivation and recognition to potential and skilled workers. It will help in boosting morale, loyalty and trust among the workers at healthcare (Mutlu, 2015). Financial management:It is worth examinedthat financeis a major driver of change management. Finance is a major and primary element of a business. Without finance, no business can run. In the health care, the finance manager takes decisions about fund allocation like purchase of raw materials, adequate fund distribution and introduces new assets (Gabbay andLeMay,2010).Inthesereasonsfinancialmanagementplaysanempiricalrolein implementing change management. Competition:It is another internal change management driver that may affect the progress and success of healthcare sector. To face the competition, the health care sector suffers several things like external issues, expense and organizational issues. All these things need to be considered to initiate change management effectively (Patel, Asch and Volpp, 2015). The external change management drivers in health care include the following: Economy:It is examined that there is a close relationship between the economic environment and business firm. The growth and performance of the business depends on the economic environment and development. At any type of financial fluctuations such as deflation and inflation badly affect the business activities and operations (Kirsch, Chelliahand Parry, 2011). Political:The political forces like government policies, political stability, ideology of parties and tax policy etc. are positively and negatively affect the business activities and initiatives largely. The political forces are directly and effectively bearing on the functioning of the business. It is a primary external driver of change management that needs to be kept in mind (Lee, 2015). Socio-cultural:The socio-cultural factors include values, custom, religion and education may affect the profitability and revenue of healthcare sector largely. The health care sector needs to focus on the socio-cultural factors to serve life of people widely (Ivers, et al. 2012). Technological capacity:It is investigated that new discoveries and advanced technology make the old one obstacle. The healthcare has to keep itself up-to-date with the technological changes. Furthermore, it is a significant and unique attribute as it shapes the business activities and operations in the long run. Healthcare cannot run without advanced and innovative technology (Gu and Subramanian, 2014).
Change Management7 Evaluate the role of leadership and managers in the planning and initiation of change Leadership plays a primary role in the strategy making and implementing process. It is a responsibility of leaders to develop a strategic vision and mission, establishes objectives and goals, craft the approaches and strategies and implement it and then analyze the performance. Initiatingcorporatestrategyneedsateameffortmanagedandheadedbyorganization’s leadership team. Thus, it is a responsibility of each and every person to participate in change management. It is further significant for the entire company to understand and evaluate the role of leadership in strategic initiation to make assigning responsibility and roles more effective. Leadership plays a major role in health care to implement the change management successfully (Salmela&Fagerström,2008).Byusingleadership,theleaderscankeepaneyeonthe performance, productivity and efficiency of the employees. It will help to improve and enhance the effectiveness and efficiency of the workers at the workplace. The roles and responsibilities can be assigned easily by using leadership within the organization. Thus, leadership plays an integral role in delegating tasks and duties among the workers in a constructive manner. The top management develops interest among the employees to adopt the changes easily (Helms Mills, Dye & Mills, 2009). It is a responsibility of leadership to create urgency by describing that why changemanagementisessentialintheorganization.Leadershipalsohelpstheworkers understand and evaluate how the firm benefits from the new initiation, but it also needs to get the company to get the setbacks of not making a change. Apart from this, it is the responsibility of leadership to put an effective and dynamic monitoring system in place. Another duty is to analyze and measure the data and facts that are generated during the implementation of change (Root, 2019). In this way, leadership plays a essential role in planning and implementing the change effectively. On the other hand, managers also play an essential role in planning and initiation of change management. The role of manager involves supporting and directing workers through the process of change. They are wholly accountable to use ADKAR and Lewinchage management models to initiate the change management process. The managers are further liable to formulate the strategy and they also create a set of plans and policies tailored to direct people towards change. These plans include communication plan and training plan. Managers are also responsible to apply a structured change management methodology to initiate the changes. The managers and leaders further accountable to maintain a strong communication with employees and to listen
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Change Management8 their issues and problems that are being faced by the workers while adopting the changes. Managers and leaders are liable to conduct training programs and sessions for improving effectiveness and efficiency of the subordinates. It also will help in boosting loyalty, trust and faith among the customers. In this way, various roles and responsibilities are played by managers and leaders in planning and implementation of change (Carney, 2000). Relationship between organizational culture and change management process Organizational culture may be defined as a pattern of values, attitudes, rules, norms and assumptions that may not have been expressed but shape the way in which people behave and things get done. In a simple way, it can be said that culture of a company is the typical way of conducting business in the company. On the other hand, change management process is one of the basic and innovative skills in that most leaders and managers need to be capable in there management process (Buchanan &Badham, 2008). Change management is not possible without maintaining a strong and dynamic culture at the workplace. To handle organizational change, managersconcentratetheirendeavorsonanalyzingandidentifyingthecultureoftheir organization, abide by values, norms, beliefs of the culture. Set organizational culture is predicted to induce inertia, encourage Unitarianism and maintain social structures. Culture in healthcare is thus attributed by collective path dependency meaning they show an accepted, a standardization and conventional behavior which generates a dominant and collectively adopted opinion and views. In this way, culture can affect the change management in several ways. It is studied that a cooperative and strong culture combined with a consensus building leadership led to dynamic and efficient adoption decisions. It is outlined that three different perspectives of culture promoting and enhancing change management. Firstly, the assimilation perspective corresponds to the traditional review of culture supporting solid and conventional consensus and maintaining social structures. The two other types, destruction and differentiation perspectives explain the culture as a collection of subcultures of vagueness and contradiction. Such type of diverse and innovative culture contributes to conflict and plays a key role in change process. Strong and effective culture helps in improving and enhancing collaboration, communication and coordination of initiatives (Fagerstrom&Salmela, 2010). The culture of the healthcare sector is the most dynamic strategic variablethat promotes leadersand managersneed to handle effectively and efficiently. The organizational culture and change management process in
Change Management9 interconnected with each other. There are several culture impacts for dynamic and effective change management process (Kotter, 2011). Healthcare sector has unique culture, so management system further accepted that culture effectively. If they initiate any change process, they have to acclimate that change process with their culture; otherwise they have to change company’s culture. Healthcare motivation process is frequently to improve and enhance the efficiency of this worker to boost and improve the financial image of the firm (Ginter, Duncan and Swayne, 2018). It is stated that organizational culture is making issues and barriers to initiate changes, so they have to face and handle those resistant against to change. Most of the leaders and managers are not willing to make changes, because they have some distress to do changes about it failure and success. Cultural changes and changes implementation to culture are needed to growth and progress of changes, because these two cannot be differentiated. Dynamic relationship between change management process and organization culture always bring progress of change. If the healthcare maintains a positive and favorable culture at the workplace then it will help in creating a sense of urgency among the employees. Thus, they can easily accept the changes at the workplace. Besides this, culture shapes the way workers interact and communicate at their workplace; hence it will help in collaborating and cooperating with workers in healthcare. In this way, organizational culture plays a primary role in implementing the change management process at the workplace (Brady, 2010). Some examples of its implications in a hospital setting For example, Voluntary service overseas organization is focusing on the advanced technology to provide services to the customers across the globe. This organization has adopted digital technology to survive the business successfully and to protect the rights of clients effectively. To implementnewandadvancedtechnology,theorganizationhasprovidedtrainingand development coaching to the workers at the workplace. Another example is BMI healthcare which is an independent provider of private healthcare, rendering treatment to private patients widely (Kotter& Cohen, 2012). The company has also made the changes in technology to satisfy the customers across the globe. Online personal medical records and healthcare apps are used by this healthcare to attract and retain wide range of patients and to make a strong image in the minds of clients. The chief digital officer is a unique and strong believer in technology’s role to a digitalenabledhospital.Optimizingintelligenttechnologyintheformofdata,smart
Change Management10 infrastructure, mobile and wearable devices would no doubt support to render a safer more effective and dynamic healthcare system and eventually better care for patients. Monitoring on technology to enhance and improve preventative care and minimize readmissions would enlarge society’s wellbeing while further saving the public health service money. To initiate this change management, the hospital provides lucrative incentives and bonus to the workers in order to improve and augment their efficiency and potential. Apart from this, the top management at BMI health care is maintaining a solid relationship with workers to motivate them for accepting the changesattheworkplace(HamelandZanini,2014).Byusingdigitaltechnology,the organization can see that patients speaking to their consultants via a video app from their mobile and tablet, having their innovative evaluation derived remotely, being able to track and analyze all their patient records from their smartphone. The future of digital healthcare is innovative and objective is to be at the forefront of the technological innovations, supporting to improve and enhance the experience of consultants and patients as well (Grol, et al. 2013). Additionally, NHS also uses change management process to stay in the competitive market. It uses change management process to identify and reflect on the gaps between what is presently being rendered and what is likely to be needed in the next few years. Various models and approaches can help the workers to expand either directly or indirectly the coherent for the change. The organization has changed its TQM and business process reengineering (BPR) technique to provide more services to the clients. To redesign TQM and BPR, the National Health Service organization uses dynamic and innovative change management models and tools at the workplace. All these are significant examples of change management in healthcare setting (Health Service Executive, 2010). Change initiative taken by the health care sector In the current era, many initiatives has been taken by the heath care organization to sustain their position and improvethe quality of the services as compared to their competitors named as new payment models, electronicmedical records, and team-based and coordinated patient care models. In the current era, the organization has used the electronic payment tool by which organization could offer an opportunity to the consumer to make payment by online services rather than manual as it supports to make a positive image of the firm among the consumer caused of saving the time of both firms well as consumers. Another change that has considered by the organization is imply the electronic medical records that facilitate to firm for recording
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
Change Management11 organizational data as it saves the patients data and helps to easily found the record of patients in the least time. Preventing care is also another imperative initiate that is used by the firm by which organization could aware to the patients about the healthy lifestyle for declining the number of patients from the hospital and gain the healthy people(Grol, et al. 2013). Conclusion It is concluded from the above limelight event that change management process is necessary for the healthcare sector to expand the business activities globally. The quality of nursing can be improved and enhanced with the help of the change management process. It is analyzed from the above analysis that changes in healthcare practice are welcome if they enhance and enlarge qualityandsafetyorsavemoney.Changemanagementunderstandsandassessesthe requirements and the effect of change. It has been found that the change management process helps in increasing revenue and maximizing efficiency of the workers in healthcare. It is stated that Kotter’s model and Lewin’s change management models are implemented in healthcare to adopt the various changes within the organization. Along with that, external and internal drivers are used to initiate the managerial changes in healthcare. Moreover, leadership and managers play an empirical role in the planning and execution of change management at the workplace. Additionally, there is a strong and effective relationship between change management and organizationalcultureinhealthcaretoamplifytheprofitabilityandtoreducethe cost(Bmihealthcare, 2019). It is recommended that the healthcare sector should focus on the capabilities and efficiency of the workers while implementing the managerial changes.
Change Management12 References Appelbaum, S.H., Habashy, S., Malo, J.L. and Shafiq, H. (2012) Back to the future: revisiting Kotter's 1996 change model.Journal of Management Development,31(8), pp.764-782. Bmihealthcare(2019)Thefutureofhealthcareisdigital.[Online].Availableat: https://www.bmihealthcare.co.uk/health-matters/technology/the-future-of-healthcare-is-digital (Accessed: 31stMarch 2019). Brown, K. and Osborne, S.P., 2012. Managing changeand innovationin public service organizations. Routledge. Buchanan D.A. &Badham R.J. (2008) Power, Politics and Organisational Change: Winning the Turf Game. 2ndEdn.Sage Publications, London. Cane, J., O’Connor, D. and Michie, S., 2012. Validation of the theoretical domains framework for use in behaviour change and implementation research. Implementation science, 7(1), p.37. Carney M. (2000) The development of a model to manage change: reflection on a critical incident in a focusgroup setting. An innovative approach.Journal of Nursing Management8, 265-272. De Bono, S., Heling, G. and Borg, M.A., 2014. Organizational culture and its implications for infection prevention and control in healthcare institutions. Journal of Hospital Infection, 86(1), pp.1-6. Dixon-Woods, M., McNicol, S. and Martin, G., 2012. Ten challenges in improving quality in healthcare: lessons from the Health Foundation's programme evaluations and relevant literature. BMJ Qual Saf, 21(10), pp.876-884. Fagerstrom L. &Salmela S. (2010) Leading change: a challenge for leaders in Nordic health care. Journal ofNursing Management18(5), 613-617. Gabbay, J. and Le May, A., 2010. Practice-based evidence for healthcare: clinical mindlines. Routledge. Ginter, P.M., Duncan, W.J. and Swayne, L.E., 2018. The strategic management of health care organizations. John Wiley & Sons. Grol, R., Wensing, M., Eccles, M. and Davis, D. eds., 2013. Improving patient care: the implementation of change in health care. John Wiley & Sons. Gu,H. andSubramanian,S.M. (2014)Driversofchangeinsocio-ecologicalproduction landscapes: Implications for better management.Ecology and Society,19(1), pp.1-13.
Change Management13 Hamel, G. and Zanini, M. (2014) Build a change platform, not a change program.Retrieved November,12,p.2014. Small, A., Gist, D., Souza, D., Dalton, J., Magny-Normilus, C. and David, D. (2016) Using Kotter'schangemodelforimplementingbedsidehandoff:aqualityimprovement project.Journal of nursing care quality,31(4), pp.304-309. Health Service Executive (2010) Improving Team Working: A Guidance Document. Health Service Executive,Dublin.Taylor & FrancisGroup, London. Helms Mills J., Dye K. & Mills A.J. (2009) Understanding Organizational Change.Routledge Taylor & FrancisGroup, London. Ivers, N., Jamtvedt, G., Flottorp, S., Young, J.M., Odgaard‐Jensen, J., French, S.D., O'Brien, M.A., Johansen, M., Grimshaw, J. and Oxman, A.D., 2012. Audit and feedback: effects on professional practice and healthcare outcomes. Cochrane database of systematic reviews, (6). Kaminski, J. (2011) Theory applied to informatics-Lewin’s change theory.Canadian Journal of Nursing Informatics,6(1). Kirsch, C., Chelliah, J. and Parry, W. (2011) Drivers of change: a contemporary model.Journal of Business Strategy,32(2), pp.13-20. Kotter J.P. & Cohen D.S. (2012) The Heart of Change: Real-Life Stories of How People Change TheirOrganizations. Harvard Business Review Press, Boston, MA. Kotter J.P. (2011) The Heart of Change. Harvard Business Review Press, Boston, MA. Lee,K.H.(2015)Driversandbarrierstoenergyefficiencymanagementforsustainable development.Sustainable Development,23(1), pp.16-25. McCalman J., Paton, R. A. & Siebert S (2016) Change Management A Guide to Effective Implementation.Sage,London. Brady A-M. (Ed) (2010) Leadership & Management in the Irish Health Service. Gill & Macmillan, Dublin Mutlu,M.D.(2015)Driverfactorsofknowledgeworkerteaminnovation.International Proceedings of Economics Development and Research,85, p.131. Nielsen, K., Randall, R., Holten, A.L. and González, E.R., 2010. Conducting organizational- level occupational health interventions: What works?. Work & Stress, 24(3), pp.234-259. Patel, M.S., Asch, D.A. and Volpp, K.G. (2015) Wearable devices as facilitators, not drivers, of health behavior change.Jama,313(5), pp.459-460.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Change Management14 Paton R.A. &McCalman J. (2008) Change Management: A Guide to Effective Implementation. 3rd edn.SagePublications, London. Root.G.N (2019)What is the role of leadership in strategic implementation?.[Online]. Available at:https://smallbusiness.chron.com/role-leadership-strategic-implementation-10808.html (Accessed: 30thMarch 2019). Salmela S. &Fagerström L. (2008) When two health care organizations are merged into one – staff attitudes ina change process. International Journal of Public Administration31, 1380– 1402. Sarayreh, B.H.,Khudair, H. and Barakat, E.A. (2013) Comparative study: The Kurt Lewin of change management.International Journal of Computer and Information Technology,2(4), pp.626-629.