Organizational Change Management Strategies

This assignment focuses on organizational change management strategies and techniques. It draws from various sources, including books and online resources, to provide a comprehensive understanding of the topic. The sources include 'The Theory and Practice of Change Management' by John Hayes, 'Managing Organizational Change: Process, Social Construction and Dialogue' by Muhammad Jabri, and others. The assignment aims to explore the key concepts and best practices in organizational change management, making it an essential read for students and professionals in this field.

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MANAGING CHANGE
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Managing change
Introduction
Approximately 30% of healthcare facilities in Australia and New Zealand acquire non-
clinical care services (Spotless services n.d). Each year Spotless Services deliver more than 4.2
million hours of non-clinical backing services to over 200 healthcare amenities in Australia and
New Zealand (NZ) including the catering services (Spotless services n.d). Spotless in Australia
is a more reliable provider of hard and soft resources services to hospital amenities secured
through a community, private partnership structure. Spotless has a 40-year history of backup on
the every-day operation of hospices over Australia (Spotless services n.d). The company is
reliable to provide care linked amenities, generating a safe and homely situation for hospitals
personnel, patients and the guest. The company as established its service provision framework to
promote competence and precision and well-advanced practices to make sure apt and consistent
supply. It illustrates that users can depend on the company around the clock to upkeep the
necessary day-to-day running of clinical operations. Spotless Services work with central clinics
and health boards across Australia; Flinders medical centre is one of them. Spotless Services lead
in presenting new inventive digital tools (Spotless services n.d). The firm had substantial
experience and informal learning that brings paybacks to all staff, clients and patients.
Irrespective of the success of the company in delivering quality services, it has poor meal
delivery system which might destroy the company's reputation. Thus, for the purpose of future
success, it vital the firm introduce new food delivery system.
The company has highly specialised networks, and persons working within the
organisation are sceptical of changes in the labor atmosphere as they do not need to get into an

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unexplored zone (Matt 2015, pp. 62). It is the nature and propensity of a human being to exist in
a secure area and no one like being itchy even for a short period (Argyris 2017, pp. 18).
However, for an organisation to prosper and succeed in the current surrounding, change is no
longer an option. An organisation has to learn to change to stay ahead of the competition.
Different terminologies used in the organisation can be varied and may differ depending on
various terms (Argyris 2017, pp. 19). For instance; the company undergoing restructuring, re-
engineering, enhancing cultural transformation or keeping pace with the sectors can be termed as
experiencing the change process (Jeston and Nelis 2010, pp. 18).
Food services systems in a hospital
Traditionally, four kinds of foodservice structures are used in hospital amenities: chill-
serve, cook-freeze-serve, cook-serve, and assembly-serve. The cook-serve manufacture scheme
is known as traditional or conventional which is commonly used in hospital food service
operations. The raw food is bought, prepared on the premises, and served straight after
preparation either in bulk or plated. Though food provision in this style is categorised as on-site,
not all food is prepared afresh. Scarcities of labour, extraordinary labour charges and access to
suitability of food lead to a change in the traditional systems (Jabri 2017, pp.8). The hospice
food service crews might procure pastry items and icy vegetables and fruits as a substitute for the
making of uncooked food on-site. A firm using the decentralised or centralised meal assemblage,
food is given to a patient on the tray. In centralised meal assemblage, before food provision to
the patients, the salvers are amassed close to the manufacture and dispersed by conveyors to the
patient's components.

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Hospices and other institutes are prominent as prime operators of assembly serve system
in the proper foodservice operation. Most of the foods are subcontracted from the successful
establishment, bought in a prepared frozen condition in bulk form, and wrapped in disposable
slates. Usually, the processed food is purchased, stored, assembly, heated, and served.
However, patients requiring the distinct diets, some of the freely special diets may not always fit
with the nutritional requirement. Thus, a hospital using the system, blend structure may be
required such that menu substances are prepared using the conventional techniques.
According to the employees rating, there are no differences in four types of meal
distribution. Therefore, for implementation of new meal provision service, Spotless services
need to contemplate numerous elements such as time, dynamism, assets to improve the patient
contentment (Drucker 2012, pp.12). Currently, clinics food service operation has changed to
accomplish the patients’ requirement. The most hospitals are concentrating on food supply
system to develop the worth of hospital food service. Hospitals are offering an outstanding meal-
delivery service to improve and uphold patient’s pleasure.
Importance of patient satisfaction
Patient’s gratification level is a gauge evaluating how contented patients are with the
value of medical care they get in the amenities. Feedback acquired from the patients' survey in
clinics is crucial for hospital organisation to regulate strength and weaknesses from continuing
quality development (Argyris 2017, pp. 20). Moreover, the patient’s analysis information is
essential tools for attracting the market share, increasing profit and also acts as a guideline for
future strategic development. Nowadays, the competitive health care operation, patients demand
has enlarged as they pursue better facilities than previous (Umble and Umble 2014, pp. 16). It is

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critical for the Spotless service in collaboration with Flinders medical centre to heighten the
eminence of service to meet what patients want.
Problems before room service implementation
The managing team in Spotless service work persistently to advance patient’s
contentment. According to the personal observation poor delivery of food impacts the patient’s
delivery satisfaction. Another issue that might arise is a limitation in choosing the meals,
especially in the conventional method. Patients must accept the meals in two hours in advance
and are grounded on menu cycle; which they have little control over what and when to eat. By
utilising assembly-serve production, there are limitations in food choice for improved diets,
which generate problems in accepting patients need concerning the difficulty of the diet
treatments.
Implementation of room service
The execution of the room service structure has a probable higher influence in
overpowering challenges. The room service organisation can lessen the frequent diet meal tray
delivery, minimise food waste, elimination of late tray, reduce in-floor stock, and decrease the
records and thus progress the patient’s pleasure. Room service implementation also increases the
employee’s satisfaction. Employees become motivated by the excellent customer’s feedback
(Brown 2013, pp. 21). It is worth noting that workers with an extraordinary level of job
contentment and service location would assist managing to provide quality consumer service and
upsurge the patient contentment. Comprehending the various aspect of the room service
procedure is vital to control and workforce to serve the best worth meals and services without
delays in the delivery time (Mackay 2010, pp.27).

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Planned change model
Planned change administration dominates the academic writings, and noticeable is the
work of Lewin Kurt. Lewin created four theories that lead to a thoughtful of context through
which to bring scheduled change (Miner 2015, pp.73). The approaches comprise group
dynamics, field theory, action research and three-step model. Although the models are
frequently observed independently as separate subjects of Lewin’s work, they are projected to
present unified inference, with each serving as an aspect of aid in understanding planned change
(Hayes 2014, pp.39).
Field theory: the model represents a tactic to analysing the field or content, in which
group behaviour takes place (Hayes 2014, pp.41). The approach assesses the present condition
(status quo) as being upheld by individual powers. The component of situations and effects are
group behaviours which are explained as a set of figurative interaction that influences the
personal practices and group behaviours alike. Thus, a person's reactions, actions and responses
are dependent on group dynamics and surrounding. The theory recognises that group setting is
dynamic and endures static change owing to the variations in the forces that impinge on the
group. This truth is what Lewin refers to quasi-stationary equilibrium (Petrescu 2010, pp. 30). If
a leader is capable of identifying and determining the potency of forces, then they can understand
individual behaviour and identify the strengths that are crucial to changing the practices (Michie
et al. 2014, pp.146).
Group dynamics: comprises the study of causes and significances of forces at labour
within groups. While the field model explores on the environment and how it influences the
group behaviours, group dynamics evaluate the characteristics and kind of a group that

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precipitate specific conducts and why actions are selected to counter the forces that interrupt on
the group. Importantly, group dynamics assist in checking the group interactions, roles, norms,
and socialisation practices used to generate change.
Action research: it is a self-reflective course that involves a change development level,
acting and noticing the process and outcomes, reflecting on the process and results, and re-
planning to replicate the cycle. The action research emphasises that change must take place at
the group levels and should integrate collaborative and participative courses to reduce resistance.
Three-step model: The model offers a general description of how organisational change is
actualised. The framework has three phases of transition, unfreezing, moving and refreezing
(Petrescu 2010, pp. 29).
Unfreezing; the phase involves destabilising status quo or the quasi-stationary equilibrium by
producing buy-in for change and ensuring that group associates appreciate the necessity for
change. More precisely, the step comprises reducing the status quo by disconfirming the validity
of the status quo, bringing the survival apprehension and building the psychological wellbeing
(Sarayreh et al. 2013, pp. 626). Disconfirming the status quo validity includes arguments
articulation for why the status quo is unmaintainable. Making emotional safety leads to anxiety
alleviation due to change and distress of unknown.
The moving phase is drawn from the group dynamics and field theory, first to ascertain
what necessities to be changed and then improve an implementation tactic that will go along with
the change target. Due to the intricacy of powers that influences group and persons within a
group; one should search for consideration of all the effects, identify and assess, on a trial and
error basis all the access preferences.

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Once a perfect situation has been established through the changed route, refreezing must
happen to secure the employees at a novel quasi-stationary equilibrium. The person behaviours
approved through the change process must be corresponding with the entire group character and
situation of the learner. Thus, change must be introduced as a group undertaking to make sure
group routines and norms are obliging to new individual’s behaviours. To conclude, Lewin
model of planned change emphasises comprehending of how public group are moulded, inspired,
and preserved. Group dynamics and field model offers a tactic to protect the understanding.
Once the thoughtful is reached, action research is used to enlighten the 3-step model (Sarayreh et
al. 2013, pp. 628).
Change process
From the evidence-informed change organisation method, the process of change will
involve three stages: planning, affecting and sustaining (Boje et al. 2011, pp.12). Positive
steering of the process will require backup from Spotless executives and Flinders medical
professional to change the behaviours in the desired manner. Therefore, they will require active
guidance which can communicate the idea, understand the organisation political philosophy and
line up perceived need within the organisation (Goetsch and Davis 2014, pp.22).
Preparing for change; the phase entails aiding the mental training essential to realise the
intense demand. It is crucial that Spotless decision-maker comprehend the aim for the
development and the significance of the change from the organisational or individual point of
view. For the Spotless supervisor to initiate the preparation for a move, the surrounding of a
Flinders ought to be analysed. Social trends and technology advancement must be evaluated to
establish new approaches and tackle the novel problems (Conbere and Heorhiadi 2011, pp. 10).

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The factors must be investigated to pinpoint which are useful to the organisation and which can
impede the progress. Flinders health centre and Spotless services consist of the health workers
and decision makers. The situation presents distinct interest that should be taken into
consideration in the change process. Change managers should have precise knowledge of the
organisation’s strategic and objectives context from the perspective of each stratum (Anderson
and Anderson 2010, pp.36). The initial stage comprises the developments of common ground
and comprehension of the current situation. Teams gain a valuable amount from a joint
understanding of the difficulties and problems within the structure. A powerful tool to attain this
is by holding an unstructured interview with staff and patients. Other methods include
comprehensive questionnaires, observation and inspection and investigation of daily facts.
Another component of preparing for a change in Spotless service is introducing the cultural shift.
Cultural change approaches should aim the process, structural and contextual scope of the
system. They must take into account the sensitive nature to be altered, the change direction, and
the arrangement in between broader surrounding and the culture. While generating and
executing the approaches, change managers must be cautious of the potential blockades that
avert the decisive change (Garber 2015, pp. 32). One of the fundamental aspects of the change
success is active management. Change leaders must maximise every move to legitimise
necessary change. Leaders should lead by example and embody to changes that will execute
with every action and word (Buckley 2013, pp.14).
Implementing change; it encompasses the performance processes and actions to actualise
change. It is broadly thought that the mode in which an organisation familiarises to change is
essential to its progress. In ever-growing competitive environs, change is universal and the many
workers’ reaction to change has been recognised to play a part in the controlling of change

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practice. Management of organisation change necessitates more than restructuring and re-
engineering process. For practical execution, the change supervision process has to be sensibly
premeditated to safeguard a hassle-free operation through sensible planning, confident and
competent decision making and timely communication within the employees. Factors such as
employee attitudes, bureaucracy, business model, organisation culture and structure of the
organisation play an important role in implementing change.
Sustaining change; entails change sustainability in the survival of new method and
enactment levels in the organisation state (Benn et al. 2014, pp. 52). It is not only the procedure
that change, but attitude and thinking which are lastingly modified to generate a transformed
culture. The alteration should be in a position to withstands concerns and be open to further
improve in the upcoming time. Sustainability impacted by the social agreement and making sure
that change is constant over a period is a concern. The most common practice that has been
acknowledged to upsurge sustainability comprise several levels of control, reflexive training,
performance monitoring, generation and use of evidence (Benn et al. 2014, pp. 54). For
managers to secure long-term sustainability, private concerns must be overcome (Benn et al.
2014, pp. 55). The viability can be deliberated as moving objects in which the job is to maintain
change as the health care provider must be well-matched with the need; to react to shifting
priorities and expectation from the strategy makers.
Obstacles to change management and how to overcome
Considering barrier to change management can assist the industry to build a fruitful
approach to detecting and executing change (Anderson and Anderson 2010, pp.37). The
administration will always want to perform change because of the confidence that transformation

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in question will considerably influence the organisation. While change is necessary, usually good
for the company, staff and patients, it will at all times be topic to face resistance or inertia.
Resistance to change is indeed not an obstacle to change management (Agboola and Salawu
2010, pp.235). Change is an integral part of existence meaning business must hold it without
justification. The senior board has a notion that specific change requires being executed to permit
the organisation to realise set planned objectives. The following are possible obstacles and how
to manage them.
Lack of employee involvement
The perhaps the above is the first barricade to change management. Workforces always
have anxiety of change, and unless intertwined in the changing course, it is probable that even
the most trustworthy workforce will resist the change (Palmer et al. 2017, pp. 8). The prominent
mistake institute makes, is a lack for involving the employees in the change process; it will
generate lack of desire to establish the new values, fear of unknown and subsequently
comprehensive obstacle to the change (Kaufman 2017, pp. 12). Getting the employees involved,
mean listening and addressing the opinion, assuring that change is good for the company and
accounting for the output is crucial. Providing sufficient and relevant resources for driving
towards change is essential so that employees are satisfied.
Lack of effective communication approach
Some leaders have no effective communication tactic. Upper leaders assume that once
they reveal the change, individuals will modify and get underway with new progress. CEO of a
company should stop introducing and announcing plans. Workers do not need to know about the
change but how the process will affect them and how they will adjust.

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A bad culture shift planning
Occasionally the organisation staff has no notion that change will influence individuals.
The group will focus on organisation managerial arrangement, workstation responsibility, work
reporting structure and the job responsibilities. The planning group fails to decide according to
the intuitions and feelings. The phenomenon overlooks how individuals reason, feel and work
and thus acting as an obstacle to change. The procedure to disrupt the barrier is through
understanding that the company must not despise the employees’ moods. The company has to
do everything to avoid the resentment which comes due to the disregard of the traditions and
taboo at working station. It is crucial to comprehend that taking the feeling of the workers into
consideration is a vast method to daze the blockades that hamper organisational modifications.
Unknown current state
Transformation is continuously hard for the company that lacks a notion of the present
condition. Trying to present an effect change without steering an evaluation and understanding
the contemporary plan of the company is a regular custom by many bodies. Such team does not
acknowledge that the letdown to evaluate the existing organisation blueprints will cause
challenges to the change they will hope to introduce and implement. Thus, once one knows the
design and understands, it naturally becomes simple to manage and shift to a future state.
Organization complexity
Developing the complex action, making the practice of plan and implementation of
change is part of an organisation. The appropriate method to overcome the barriers is
introducing a skilful approach to tackle the organisation fast advance and the complexities. The

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company can break the impediment by employing quality, diligent, and competent change and
project management plans (Hacker 2015, pp.13).
Conclusion
A company is a complicated unit and conveying a change is a correspondingly
complicated trial. Organizing a companywide variation procedure is an exceptional steadiness
which needs capable governance. The active supervisor makes the changing course easy for
themselves and the organisation at large. But, performing the command duty is far from easy
within the change process. Leaders do not only have responsibilities to control but also as
workers they have to act with the change process. Thus, it is crucial for the managers to
comprehend advantage of the method and by what means the action is going to be instigated.
The planned execution of the change procedure is significant. Transformation should not be
forced on the workforce without appropriate planning and deliberation set to the organisation
values. Preparation entails synchronisation and leaders necessity to match between sections.
Before Spotless embarks on the cultural processes change, everyone in the firm should be
adequately be listened and informed. Reform must convey sanity to the chaotic state.
Businesses also need to have an exact tactic and mind pace to pact with the change progression.
Prosperous organisation initiative changes rather than being compelled by a change. Even
though the planned verdict comes from the top executive, an operation should be from the
lowermost up course. It is worth noting that change organisation approach embraced is
dependent on the nature of an organisation. A different organisation may necessitate approaching
the change from a differing perspective. Additionally, the kind of change management method
accepted should be steady with the organisation objectively and its condition. For instance, the
corporation such as Spotless whose prospect depends on the refining the client services should

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implement a model that concentrates in enhancing a process that has a straight posture on that
goals and eradicating blockades that avert its accomplishment (Philip 2014, pp. 33). It is because
a disjuncture between the mechanism and objective would result in unwelcomed outcomes.

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