Analysis of Change Management at Fahad Medical City - Report

This report examines the implementation of change management within Fahad Medical City, a prominent medical institution in Saudi Arabia, focusing on their adoption of a cloud-based ERP system. The analysis assesses the effectiveness of their change management strategies in relation to key components such as communication, employee training, resistance management, and feedback analysis. The report applies Lewin's change management model to evaluate the organization's approach, highlighting both successful aspects and areas where the implementation fell short, such as resistance management and employee training. It concludes that adhering to all components of change management is crucial for successful organizational change, and discusses the impact of these omissions on the organization's internal management and employee morale, and how the issues were eventually overcome.

Running head: MANAGING DYNAMIC ENVIRONMENT
Managing dynamic environment
Name of the student
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1MANAGING DYNAMIC ENVIRONMENT
Introduction
In the present business scenario, organizations are operating in intensely competitive state
of affairs. In addition, the external environment of their operation is rapidly changing. Thus, it is
of the urgent requirement for the organization to initiate effective change management in their
internal management to cope up with the change in external environment (Hayes, 2014). Fahad
medical city is one of the prominent medical institutions in Saudi Arabia. This essay will discuss
about the organizational change being implemented by them with relation to the basic
components of change management.
Change management by Fahad medical city
Some of the key components for implementing change management are determination of
compellability of the organizational structure for change, communication structure, employee
training, manager training, resistance management, collection of stakeholder information,
feedback analysis and recognizing the achievement (Cameron & Green, 2015). In the recent
years, Fahad medical city had gone through a prominent change. They have implemented cloud
based ERP systems in their internal organization. In the initial stage of their operation, they have
managed their internal management such as appointment of the doctors, patient service and other
employee management facilities.
However, with the change in time, the operation of them gets extended and they have felt
the pressure of initiating ERP system in reducing the management cost and time. The
implementation of the ERP system helped in reducing the time in service delivery and enhancing
the efficiency. However, they have not followed all the components of change management in
implementing the organizational change. According to the Lewin’s change management model,

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they have initiated the first step of unfreezing (Shirey, 2013). In this step, organization should
effectively communicate with the employees about the change to be implemented and
determining the readiness of the organizational structure. They have done it effectively but
missed out in effective management of resistance. The resisting force is very common in
implementation of change but they have omitted the resistance management and thus it caused
issues in their change management. The next step is the initiation of the change (Shirey, 2013).
Fahad medical city had initiated the change effectively, however, the employees are not being
trained properly to adhere with the new ERP system (Ji et al., 2012). Thus, though the system
was implemented but the effectiveness was below par. In the later stage, employees are being
given proper training and the issue was being overcome.
The last step in this model is refreezing (Shirey, 2013). They have initiated this step in
order to get back the organizational structure and culture to the previous position. They have
effectively collected the data regarding the feedback from the employees and modified
accordingly. However, they have omitted the recognition process of success and achievement of
the employees in implementing the change management. Thus, they faced the issue of low
morale of the employees.
Conclusion
Thus, it can be concluded that, implementation of effective change management requires
complying with all the key components of the change management. Fahad medical city had
omitted some of the components and faced various issues in their internal management. This
report has used the Lewin’s model of change to determine the effectiveness of the change
initiated in Fahad medical city.

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Reference
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
Ji, L., Huang, J., Liu, Z., Zhu, H., & Cai, Z. (2012). The effects of employee training on the
relationship between environmental attitude and firms' performance in sustainable
development. The International Journal of Human Resource Management, 23(14), 2995-
3008.
Shirey, M. R. (2013). Lewin’s theory of planned change as a strategic resource. Journal of
Nursing Administration, 43(2), 69-72.