Organizational Development and Change - Organizational Development and Change : MD Anderson Cancer Center

RUNNING HEAD: ORGANIZATIONAL DEVELOPMENT AND CHANGE
Organizational DEVELOPMENT AND CHANGE
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ORGANIZATIONAL DEVELOPMENT AND CHANGE1
Introduction:
To maintain its relevance in today’s fast-paced and global community, a business
organization has to continue its evolution process. A contemporary business organization can
maintain its relevance by modifying the use of technology, rules, and regulations of the
government, and maintaining environmental constraints. The aim of this paper is to analyze
the way MD Anderson Cancer Center in Houston Texas has responded to major changes.
Contemporary organization:
MD Anderson Cancer Center in Houston Texas is one of the world’s most appreciated
centers dedicated completely to the care of cancer patients, research and education for this
disease, and presentation of this disease. The mission of this center is to eliminate this disease
from this world with proper treatment. The vision of this center is to become the premier
cancer center in this world (MD Anderson Cancer Center, 2020). The management team of
this cancer center has changed its organizational structure to maintain its operation
successfully. A new leadership style has been implemented in this organization since 29th
June 2017 (Mdanderson.org, 2017). The impact of this change will be discussed.
Effects of change:
To enable teamwork and smooth decision-making procedure, the management team
of MD Anderson Cancer Center in Houston Texas has implanted a new leadership style in the
organization. The role of executive vice president has been eliminated. Senior vice presidents
got responsibilities with focus areas. They have to work within their team. However, Dan
Fontaine, Dr. Tom Buchholz and Dr. Ethan Dmitrovsky will continue their valuable
contribution to this organization (Mdanderson.org, 2017). These changes will help this
organization to advance institutional priorities of financial sustainability, improve the

ORGANIZATIONAL DEVELOPMENT AND CHANGE2
decision making procedure, enhance the assimilation and agility, and implement a team-
based work culture. As a leading cancer treatment center, this organization has the
responsibility to provide the best care to the cancer patient and maintain its research for this
disease. To do that this organization has to make this change. The management team of this
organization believes that through this leadership change, this organization cam provides
better care to the patient, and improve the research quality (Khuri & Herbst, 2019).
Stakeholders:
Key stakeholders of MD Anderson Cancer Center in Houston Texas are cancer
patients, families of the patient, health care clinicians, government, and caregivers, the
organization involved with the cancer care quality management, the management team of this
organization, the vice presidents and the president. As this leadership change and
organizational structure are implemented to improve the decision making procedure and
enhance the culture of teamwork it can be said that this change will be helpful not only for
the employee of this organization but also beneficial for the patients (Mdanderson.org, 2017).
The leadership change and change of organizational structure have changed the
responsibilities of the clinical staff, caregivers, doctors, and researchers. The culture of
teamwork is implemented. On the other hand, patients, who are important stakeholders of this
organization will get better treatment and care from the employee.
Effects of change on Interdepartmental collaboration:
In this part, the impact of these leadership changes and organizational structure
change on the interdepartmental collaboration will be discussed. This change endorses the
concept of teamwork and integrity. The mission of this organization is to work together to
improve the quality of care and research. This organizational structure change eliminates the
role of executive vice president and includes focused responsibilities to the vice presidents.