Change Management in Ambulance Victoria

This assignment delves into the complexities of change management within Ambulance Victoria, an Australian state agency providing ambulance and emergency services. It outlines key concepts like process perspective, five steps in the change process, environmental forces, organizational diagnosis, intervention strategies, and implementation. Two specific interventions are discussed: Corporate Culture Change and Innovation Intervention, each with its diagnostic model (Force Field Analysis and Leavitt's Diamond Model respectively). The assignment utilizes academic sources to provide a comprehensive understanding of how Ambulance Victoria navigates organizational change.

Change management

TABLE OF CONTENTS
ORGANISATION PROFILE..........................................................................................................3
GLOSSARY OF KEY CHANGE MANAGEMENT CONCEPTS................................................3
a) Process perspective on change.................................................................................................3
b) Five steps in change process....................................................................................................3
c) Environmental forces...............................................................................................................3
d) Organisational diagnosis..........................................................................................................4
e) Intervention .............................................................................................................................4
f) Implementation.........................................................................................................................4
INTERVENTIONS..........................................................................................................................4
First intervention..........................................................................................................................4
Second intervention.....................................................................................................................4
REFERENCES................................................................................................................................6
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ORGANISATION PROFILE
Ambulance Victoria is an agency of the Department of Health and Human Services in
Victoria- an Australian state. This organisation belongs to the prime health and social care
service industry and specifically provides ambulance and emergency services in the state. Apart
from transportation, basic medical help is also provided to the patient during transit.
GLOSSARY OF KEY CHANGE MANAGEMENT CONCEPTS
a) Process perspective on change
Changes are perceived as modifications and improvements according to the
organisational processes. This perspective differs from implementers to the people who are going
to face these changes (Cummings and Worley, 2014).
b) Five steps in change process
Following are the main stages of change process:
 Identifying and understanding needs for changes.
 Communicating identified changes.
 Developing respective change plans.
 Implementation of necessary actions according to devised plan.
 Evaluation and monitoring of change plan (Cameron and Green, 2015).
c) Environmental forces
Ambulance Victoria is subjected to following environmental forces when considering
change management.
 Political changes or reforms.
 Economic disturbances.
 Socio-cultural forces.
 Technological developments.
 Ecological disruptions (Javanparast and et. al., 2017).
 Legal frameworks.
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d) Organisational diagnosis
The organisational diagnosis is considered as a process in which gaps or barriers to
excellence and performance are identified. Ambulance Victoria can implement necessary
changes only when organisational diagnosis is correctly performed.
e) Intervention
The technique which will be choosen by Ambulance Victoria as part of implementation
of changes is considered as intervention.
f) Implementation
When decisions regarding changes or modifications are applied into effectiveness then
the process is considered as implementation.
INTERVENTIONS
First intervention
Name: Corporate culture change
Description: The changes which are introduced within corporate culture are considered as the
cultural interventions or corporate culture change. The workspace atmosphere and employee
motivation levels are uplifted for gaining more productivity and profitability.
Intervention typologies: Team building intervention
Holisitic diagnostic model of organisational behaviour: The diagnostic model which can be
opted by the company in terms of Cultural intervention is Force Field analysis. Apart from
assessing required changes, this model helps in adding effectiveness to the decision and enhances
respective communication related to it. Internal structure of Ambulance Victoria will be analysed
according to different forces. It helps in evaluating the factor that is responsible for limiting
efficiency (Gollenia, 2016).
Second intervention
Name: Innovation intervention
Description: Company's strategic position in the current operational market is totally dependent
on the types of products and services it provides (Buick and et. al., 2015). Innovation is an
attribute which supports business development and maintains status of the company. Ambulance
Victoria can use this intervention for enhancing its services.
Intervention typologies: Product/service building intervention
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Holisitic diagnostic model of organisational behaviour: Leavitt's Diamond model can be used
as a holistic diagnostic framework for managing changes in the company. It helps in evaluating
structure, managerial tasks, people and technology for arranging and applying respective
changes. Critical factors which are fostering success can be recognised through this model and
necessary changes can be implemented on time (Goetsch and Davis, 2014).
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REFERENCES
Books and Journals
Buick, F. and et. al., 2015. Can enhanced performance management support public sector
change?. Journal of Organizational Change Management. 28(2). pp.271-289.
Cameron, E. and Green, M., 2015. Making sense of change management: a complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Cummings, T. G. and Worley, C. G., 2014. Organization development and change. Cengage
learning.
Goetsch, D. L. and Davis, S. B., 2014. Quality management for organizational excellence.
Upper Saddle River, NJ: pearson.
Gollenia, L. A., 2016. Business Transformation Management Methodology. Routledge.
Javanparast, S. and et. al., 2017. Change management in an environment of ongoing primary
health care system reform: A case study of Australian primary health care services. The
International Journal of Health Planning and Management.
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