Leadership and Management

LEADERSHIP AND MANAGEMENT
Leadership and Management

1LEADERSHIP AND MANAGEMENT
Table of Contents
1. Introduction:...........................................................................................................................2
2. Homerton University Hospital:..............................................................................................2
3.a Stage of Change Programme and barriers to Change:.........................................................3
3.b Strategies to overcome the identified barriers:.....................................................................7
Remove obstacles:..................................................................................................................8
Build a Guiding Coalition:.....................................................................................................8
Create a Vision for the Change:.............................................................................................8
Communicate the Vision:.......................................................................................................9
Creating sense of Urgency:....................................................................................................9
Create Short Term Wins:.......................................................................................................9
Consolidate Improvements:.................................................................................................10
Anchor the Changes:............................................................................................................10
Conclusion:..............................................................................................................................11
References:...............................................................................................................................13

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1. Introduction:
Organizational change is the process of changing the structure of operational methods,
strategies, culture and the technologies used by the organization which are implemented for
improving the performance of the organization (Jones 2013). The organizational change for
the organizations can occur after a certain period of time or it can be continuous in nature.
Organizational change is important for developing adaptability of the organization in several
situations. Organizational change means modification in the roles of people and structural
relationship of the organization. These changes when implemented can disrupt normal
function of the organization but after proper adoption this can provide long term benefit to
the organization.
In this report an individual health care organization has been selected which is
“Homerton University Hospital.” This healthcare organization has initiated an organizational
change last year, an EPR system was implemented and this organizational change also
focused on information exchange regarding health among the hospitals and GPs. In this
report, the change adopted will be identified and its present stage will also be analysed.
Theories like the Kotter’s 8 steps change management will be used to fully analyse the
change management and its barriers in this organisation.
2. Homerton University Hospital:
Homerton University Hospital is a teaching hospital in East London and having a
capacity of 500 beds. Though this is marked as a general hospital, the availability of 500 beds
makes it relatively a small general hospital. This hospital delivers a community service to
patients. Although this hospital is a small sized hospital, it is looking to implement EPR
system or the Electronic Patient Record which can record periodic health care report of an
individual according to (Maillet, Mathieu and Sicotte, 2015). With an EPR system, Homerton

3LEADERSHIP AND MANAGEMENT
University Hospital is also implementing a voice recognition system alongside implementing
health information data exchange by accessing the GP records and the community records.
Here, mainly the data related with physical, physiological and social aspects of patients are
accessed. Homerton University Hospital is implementing this organizational change for
improved care of the hospital. Integrating EPR system in Homerton University Hospital can
be considered as a part of East London sustainability and transformation partnership. This
discovery project of the Homerton University Hospital aims to deliver an infrastructure that
will help in accurate information exchange over the whole setting. In the current
infrastructure of the Homerton University Hospital datasets are stored in the proprietary
systems. The initiated planning also includes a service which is capable of extracting and
linking datasets among several of organizations related with the healthcare services
(Elhoseny et al. 2018). In this model the linked data can be used for developing the
population model that can be used for planning better services and predicting the needs of
individual’s health. Thus this type of change becomes a digital change in the Homerton
University Hospital.
3.a Stage of Change Programme and barriers to Change:
Currently, implementation of the EPR system is in the planning stage and the
Homerton University Hospital is currently starting to execute this plan. Thus all the stages of
the change management are in initiation or implementation stage. This change is a
technological change within the organization which aims to implement the EPR system
within the hospital. Here this change will be adopted by using the Kotter’s 8 step model.
While a technological change is executed, the overall change needs to follow various steps
and these steps are described in the Kotter’s 8 step model. For this reason in this case the
Kotter’s 8 step model is used for the initiated change. By using this system health record of
the patients can be easily maintained. As mentioned above the organizational change is yet to