Leading and Managing Organizational Change | Study

Running head: LEADING AND MANAGING ORGANIZATIONAL CHANGE
Leading and Managing Organizational Change
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
1. Introduction............................................................................................................................2
2. Discussion..............................................................................................................................2
2.1 Brief Discussion of the Case Study..................................................................................2
2.2 Identification of the Major Issues faced in the Case Study..............................................3
2.3 Suitable Recommendations and Solutions for the Issues.................................................5
3. Conclusion..............................................................................................................................7
References..................................................................................................................................9

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1. Introduction
Organizational change is regarding the procedure to change the organizational
strategies, procedures, culture and technologies for understanding the over5all impact of the
changes over the respective company (Benn, Edwards & Williams, 2014). Such distinct
changes could either be continuous or could even occur for certain time period. It refers to
any type of alteration, which takes place in the entire working environment. This type of
change is also referred to as the most significant feature of maximum companies and a proper
company should eventually develop the major adaptability to change periodically according
to the forces of change (Tidd & Bessant, 2018). It is inevitable in the most progressive culture
and the modernized organizations are extremely dynamic, adaptive and versatile to the
multiplicity of changes. The following report outlines the case study of Barbara Norris with
relevant details related to leading change in the general surgery unit. The issues faced by the
organization with suitable recommendations and solutions will also be provided in this report.
2. Discussion
2.1 Brief Discussion of the Case Study
Barbara Norris is the respective nurse manager for the larger GSU or General Surgery
Unit at the EMU Hospital. She was mainly responsible for managing the staff, budget as well
as scheduling of the entire unit. There are thirty three staff in her unit and amongst them,
twenty five are registered nurses and rest eight of them are patient care assistants. During the
first month of her service, two registered nurses left and within six months, three registered
nurses left. Moreover, due to the hiring freeze condition of the institute, he was not being able
to replace the positions. The respective organization has extremely less employee satisfaction
as well as higher employee turnover rate within every department of the institute.

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Furthermore, they do not offer over time to the employees. As a result, a change is required in
the organization and negative effects are present.
2.2 Identification of the Major Issues faced in the Case Study
The organization of GSU is facing several issues related to lack of employee
motivation and major employee dissatisfaction (Fernandez & Rainey, 2017). Barbara Norris
is the respective nurse manager of this surgery unit and due to the high level of employee
turnover, she is unable to manage the company in the most effective manner. Since she has
the responsibility to bring out changes in the organization for handling the situation properly,
she planned for an offsite visit. She gave a pen and paper to the staff of GSU and asked them
to write few things that have frustrated them eventually (Kaufman, 2017). Some of the most
significant and important issues that were highlighted in the offsite visit included lack of team
work and collaboration, intergroup and interpersonal conflicts, administrators who have kept
money on top priority and not care of patients, lack of transparency in the performance
review systems, dissatisfaction with the levels of staffing, involvement of favoritism, doctors
who have always considered these nurses as mere order takers and not care givers as well as
many more (Men, 2014).
The stakeholders of the company were facing several negative results due to the staff
turnover ratio in the business and as a result, the company suffered maximum losses.
Moreover, the organization has ensured a policy of hiring freezing, which has resulted into
zero hiring of staff and the company has to work with the existing employees only (Alegre,
Mas-Machuca & Berbegal-Mirabent, 2016). Barbara Norris was unable to complete work
with the existing employees. Moreover, costs of the stakeholders were also increased in this
process. The major stakeholders, who were affected with such situation included doctors, the
CEO, organizational management, patients and the nurse manager, Barbara Norris (Ahmad et
al., 2014). The details of the issues identified in this particular case study are as follows:

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i) Lack of Teamwork and Collaboration: The first and the foremost significant and
important issue that is being highlighted in this particular case study is lack of team work and
collaboration (Elnaga & Imran, 2014). The nurses are unable to work collaboratively as the
feel that the working culture in GSU does not value enough team work and collaboration. As
a result, the employees are unable to remain engaged and collaborated properly in their
works.
ii) Not getting Help from Others: The second significant issue, which is being
highlighted in this case study is that the staff are not getting enough help from others
(Topolosky, 2014). The organizational management and employers do not have the tendency
to help out the nurses and as a result, the staff are also not helping the organization in giving
high productivity and patient care. It is increasing problems in the company related to
employee management to a higher level (Bin, 2015).
iii) Low Morale and High Dissatisfaction: The next significant and noteworthy issue
that is being highlighted in the case study of Barbara Norris would be extremely low morale
as well as higher dissatisfaction of the employees (Leder et al., 2016). Due to the attitude of
the doctors and administrators, they are unable to deal with their working conditions and high
dissatisfaction is prevailed amongst all the registered nurses and patient care assistants. The
doctors have the tendency of providing orders to the employees and do not support them as
care givers (Namasivayam, Guchait & Lei, 2014). Another major reason of this particular
issue is that they feel that their work has become administrator centered and not patient
centered.
iv) High Employee Turnover in the Company: There had been a higher rate of
employee turn over in the company. Several staff are quitting their jobs and the organization
is unable to make the situation proper (Balouch & Hassan, 2014). The organizational

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management, doctors and nurses are highly affected by this issue. The organization of GSU is
unable to provide transparency to the performance reward systems and as a result, the
employees are not getting recognition as they deserved. It has increased employee
dissatisfaction to a high level, majorly for the surgery unit (Huang et al., 2015). The ability to
retain the qualified and talented nurses is lowered in the business and it has also lowered the
overall productivity to a high level. Moreover, the patients are also suffering as they are not
getting proper treatments from the organization.
2.3 Suitable Recommendations and Solutions for the Issues
Employee satisfactions is referred to the fact that when employees are satisfied
working in an organization, they try to give maximum production and ensure organizational
success to a high level (McCann, Graves & Cox, 2014). Several measures purport that
employee satisfaction is responsible for bringing out employee motivation, positive employee
morale as well as goal achievement of the employee within the workplace. This type of
satisfaction involve treating the employees with maximum respect, empowerment of staff,
providing daily recognition to the employees and even offering more than average
compensation and benefits to these staff for better effectiveness (Jacobs, Yu & Chavez,
2016). A proper success framework of goals, expectations and measurements is required to
be analyzed for better effectiveness.
In the case study of Barbara Norris, several issues were being identified related to
employee dissatisfaction. The respective organizational members were unable to deal with
the issues and complexities related to employee dissatisfaction (Namasivayam, Guchait &
Lei, 2014). As a result, the overall employee turn over ratio was increased to a high level,
Barbara Norris, being the nurse manager had to ensure that her staff are satisfied on every
aspect. The most suitable and appropriate recommendations and solutions to the issues faced
by the dissatisfied employees are as follows:

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i) Ensuring Periodical Meetings with the Employees: The first and the foremost
recommendation for the organization of GSU and nurse manager, Barbara Norris would be
ensuring periodical meetings with her staff (Elnaga & Imran, 2014). Communication is
referred to as the most important and significant element of employee job satisfaction. As the
employees feel that they do not have enough scope for getting help from others under any
situation, such meetings would be effective for them. Moreover, the issue related to work
collaboration would also be resolved completely with these types of meetings (Fernandez &
Rainey, 2017). A healthy working environment would be stimulated for encouragement of
exchanges within the staff. Several tools are present for this purpose, which could easily
facilitate better communication and meetings with the staff, even if the employees are not
present.
ii) Involvement of People: The next vital and significant recommendation for the
organization of GSU and nurse manager, Barbara Norris would be involving her staff in
every aspect (Benn, Edwards & Williams, 2014). The company should ensure that each and
every employee is getting involved properly. It would be helpful and the employees would be
feeling passionate about their jobs and also put discretionary effort into the work. As a result,
the top performers would be able to embrace changes and also find out methods in improving
as well as challenge the specified status quo. These employees also expect the employees to
be held responsible to deliver the outcomes, however the lower performers would avoid
accountability, resist changes or even cling to the specific status quo (Tidd & Bessant, 2018).
Barbara Norris would be able to drive performances and these engaged employees would be
looking at the entire organization of GSU and even understand the purpose in the most
effective manner.
iii) Providing Opportunities for Training: Another vital and important
recommendation for the organization of GSU and nurse manager, Barbara Norris would be

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providing proper and suitable opportunities of training to the employees (Ahmad et al., 2014).
As the staff in this particular organization have a feeling that there are not having enough
opportunity to grow and learn, it would be extremely vital for the organization to arrange
periodical training sessions for the staff, so that they are able to identify their scope and
opportunities for training purposes and also increase their knowledge to a higher level.
Moreover, they would be able get specialization in the respective field.
iv) Recognition of Collective as well as Individual Performances: The fourth
important and noteworthy suitable solution and recommendation for the organization of GSU
and nurse manager, Barbara Norris would be recognition of collective as well as individual
performances (McCann, Graves & Cox, 2014). The staff of the organization is facing issue
related to employee dissatisfaction as they feel that the performance review system does not
provide rewards to the good and well performing performers. As a result, they are not willing
to work in the company. However, bringing a change in the reward system would be effective
for them to reduce complexities t a high level (Jacobs, Yu & Chavez, 2016). They should
maintain transparency in the reward system and every collective and individual performance
should be recognized periodically for better effectiveness in the organization. Moreover, it
would develop team spirit and employees would be highly motivated with the results.
3. Conclusion
Therefore, a conclusion could be drawn that organizational changes are required for
understanding the alteration of different structural relations as well as roles of people within
the company. A company could be changed in various ways and the technology could be
changed for ensuring that better effectiveness is gained without much complexity. This type
of change is also responsible for bringing out new success criteria in the business and even
decrementing the existing issues, if they resist any type of risk. One of the major causes of
such organizational change includes external pressures like changes in technologies or

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equipment, market situations as well as social or political change and internal pressure like
change in the managerial personnel, deficiency in every existing organization as well as any
other factor. The above provided report has properly analyzed this case study of Barbara
Norris regarding bringing of change in the surgery unit with subsequent details like outline of
the key problems or changes in the company with identification of the advantages and costs
in certain perspectives. Moreover, suitable recommendations are also provided in the report
for the case study.

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References
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and employee performance on the employee satisfaction. International Journal of
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Alegre, I., Mas-Machuca, M., & Berbegal-Mirabent, J. (2016). Antecedents of employee job
satisfaction: Do they matter?. Journal of Business Research, 69(4), 1390-1395.
Balouch, R., & Hassan, F. (2014). Determinants of job satisfaction and its impact on
employee performance and turnover intentions. International journal of learning and
development, 4(2), 120-140.
Benn, S., Edwards, M., & Williams, T. (2014). Organizational change for corporate
sustainability. Routledge.
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engagement: An explorative study. Issues in Business Management and
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Huang, M., Li, P., Meschke, F., & Guthrie, J. P. (2015). Family firms, employee satisfaction,
and corporate performance. Journal of Corporate Finance, 34, 108-127.

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Jacobs, M. A., Yu, W., & Chavez, R. (2016). The effect of internal communication and
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