Change Initiative: Implementation, Evaluation, and Sustainability

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Change Initiative- Creating Vision (Prime Healthcare Organization)

Grand Canyon University

LDR-615-O501

September 8th, 2021

Having the desire and ability to change in today's ever-changing environment has become a necessity for any organization that wishes to sustain its growth. Change is an important aspect that allows organizations to have positive aspects which lead to relevance and competitiveness. Change also develops skills, encourages innovation, and leads to better opportunities. Change can occur in large scale or small scale; large-scale change entails complete makeover, while small-scale change entails miniature changes such as the departmental level. This write-up will discuss a change initiative within Prime Healthcare Organization.

1. Describe your organization, including the organization's mission, and identify the various stakeholders.

Prime Healthcare Organization is designed in a hierarchical structure where it is headed by several department managers who report to the top overall manager. Some of the departments within the organization include the accident and emergency department, Microbiology department, screening division, and X-rays department. Some of the managers heading these departments are either specialists in the area or appointed managers. Their main function is to ensure that the department achieves its obligations within the organization. When certain issues arise within these departments, the managers are wholly responsible for mitigating the problems and informing the top management (Diab, Safan & Bakeer, 2018). Prime Healthcare Organization's mission is to necessitate compassionate, quality care to patients and the community.

The institution’s major stakeholders are;

i. The Public. These are people who have come to the organization seeking medical services.

ii. The government. One of the key stakeholders in the organization is the government which is in charge of regulation and other crucial services.

iii. Health insurance. These are insurance companies that pay for services offered within the institution, such as surgical and medical expenses.

iv. Management. The management represents the institution's administrators; they include managers and other department leaders (Schwingrouber et al., 2021).

v. Care providers. These are the skilled personnel within the institution; they include midwives, dentists, nurses, and other medical practitioners.

vi. Non-governmental institutions. These are non-profit institutions organized at various levels to help Prime Healthcare Organization in delivering essential services.

1. Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.

Any changes occurring in an institution must have a real cause since change does not just occur unexpectedly. Drivers of change are the reason why change can be termed as being continuous. This section will split the forces into two sections for better analysis; internal and external.

Internal Forces

These are the source of change found within the organization and can be easily controlled. In this case, they include;

i. Human resources. This is the workforce or personnel obligated to deliver various services within the institution. For instance, the top managers are the main sources of change since they have the mandate to make overall decisions regarding any necessary changes.

ii. Activities. These refers to processes aimed at producing valuable output to clients. They include management, good communication, diagnosing and treating patients, and decision-making.

iii. Organizational structure. This is the organization's structure that ensures that all components are well maintained to promote healthy relationships. This can be defined hierarchically and at individual levels.

External forces

This refers to sources of change that affect the institution as a result of external factors, and the organization has little or no control. They include;

i. Technology. This is one external driver that is always changing with time due to advancements and innovation. To offer top-notch services, the institution must always keep up with these changes.

ii. Culture. Some people highly value their culture and customs. Such cultures may influence the type of changes that the organization is implementing.

iii. Economy. The economy represents a key aspect since it surrounds the institution from all directions, including competitors and credit policies (Real, Bardach & Bardach, 2017). Such aspects have to be considered when making any changes.

1. Choose one of the driving forces. Describe the specific issues this driving force creates or will potentially create for your organization or department.

The chosen driving force is Technology. Technology represents an area that deals with advanced science and the application of knowledge. When new technology is adopted, then several changes are expected to occur in the organization (Dearing, 2018). These changes include the following;

i. When new technology is adopted, the workforce will need to update their skills in order to operate some of the machines efficiently.

ii. Technology will also bring about new decision-making processes since many things will change, particularly in the mode of operation.

iii. Technology will also influence competition in a positive manner since the organization will now have the ability to deliver efficient and customized services.

iv. New technology will also emphasize efficiency and accuracy in the activities, services, and processes of producing the desired output.

1. Propose the steps needed for your organization or department to respond to this driving force.

i. Members of the organization or department need to be informed on why the new technology needs to be adopted, including some of the problems it will solve in the organization.

ii. A committee or team of well-informed individuals should be created so that they can facilitate a successful transition.

iii. The committee should also formulate a clear budget explaining the highlighted amounts. The proposed amounts should be aligned with the organization’s financial status.

iv. The chosen committee should also facilitate and supervise the installation of the new technology. The team should also ensure that all staff members are well educated on how to effectively use the newly installed technology.

v. Barriers that may prevent smooth implementation of change in the organization should be addressed and mitigated to prevent unforeseen challenges.

1. Predict how employees at various levels in the organization will respond to your proposed change initiative.

An organization is comprised of different types of people, and this means that their reactions will be different. In this case, the reactions may be different because of different attitudes, preferences, and tastes. It is expected that people will bring forth different views since people adjust their feelings and attitudes depending on what makes them comfortable and happy (De la Perrelle et al., 2020). Employees that will have direct interaction or benefit from the technology will happily embrace and support the idea; on the other hand, employees that will not benefit directly from the change will not openly support the initiative.

1. Develop a vision for change. Describe how this vision correlates with the organization's mission and how you will present this vision to internal stakeholders.

In this case, my vision for change in the organization is to offer quality services that are affordable to all; this way; we shall keep the community healthier and strong for the economic benefit of the country. The organization is located in an area where not all patients are able to comfortably afford some of the healthcare services being offered. With a plan at hand and cooperation from our sponsors and stakeholders, we can launch a program aimed at financially assisting the less fortunate members and the community as a whole. This vision is directly in line with the institution's mission to necessitate compassionate, quality care to patients and the community as a whole. Before engaging our sponsors and shareholders, I will first engage members of my department and the organization as a whole so that I can have a well-thought-out plan to present (Sundaram, Ziade & Quinn, 2020). With the help of department managers, a detailed budget can be formulated so that sponsors can have an easy time approving it.

1. Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders and discuss how you will respond.

Internal stakeholders in the organization include employees and senior management. Every member of the institution belongs to a particular community, and a sizable fraction of their families reside there. For this reason, I am confident that everyone in the organization will support the idea fully since it will benefit them directly or indirectly. Some of the potential considerations posed by stakeholders include the following;

i. Labor. In this case, we will have to recruit other people to help in implementing the plan in some of the areas we visit because fully engaging the workforce might be challenging since Prime Healthcare Organization will still be operational.

ii. Funding. Since funding might pose a challenge, we will get resources from the government and other willing non-governmental institutions that support the idea.

References

De la Perrelle, L., Radisic, G., Cations, M., Kaambwa, B., Barbery, G., & Laver, K. (2020). Costs and economic evaluations of quality improvement collaboratives in healthcare: A systematic review. BMC Health Services Research, 20(1). https://doi.org/10.1186/s12913-020-4981-5

Dearing, J. W. (2018). Organizational readiness tools for global health intervention: A review. Frontiers in Public Health, 6. https://doi.org/10.3389/fpubh.2018.00056

Diab, G. M., Safan, S. M., & Bakeer, H. M. (2018). Organizational change readiness and manager' behavior in managing change. Journal of Nursing Education and Practice, 8(7), 68-77. https://doi.org/10.5430/jnep.v8n7p68

Real, K., Bardach, S. H., & Bardach, D. R. (2017). The role of the built environment: How decentralized nurse stations shape communication, patient care processes, and patient outcomes. Health Communication, 32(12), 1557-1570. https://doi.org/10.1080/10410236.2016.1239302

Schwingrouber, J., Loschi, A., Gentile, S., & Colson, S. (2021). An exploratory study of hospital stakeholders’ perceptions on the introduction of advanced practice nurses. Recherche en soins infirmiers, (2), 104-121. https://www.cairn-int.info/article-E_RSI_145_0104--an- exploratory-study-of-hospital.htm

Sundaram, R., Ziade, D., & Quinn, D. (2020). Drivers of Change: An Examination of Factors That Prompt Managers to Enforce Changes in Business. International Journal of Management, 11(5). https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3628966