MHA5010 WEEK 5 DISCUSSION AND PROJECT INSTRUCTIONS

MHA5010 HEALTHCARE MGMT AND ORGANIZATIONAL BEHAVIOR WEEK 5 LECTURE NOTES

Organizational Development

OD is a planned process of change based on behavioral science and an organization-wide process utilizing a systematic approach. OD is used to solve problems with the goal of improving the effectiveness of the organization. This can even occur within an individual and involve some form of goal, cognitive, or affective conflict.

OD is supported by multidisciplinary theories and views organizations as open systems. This enables it in achieving the goals of organizational effectiveness through process change techniques. Organizations are impacted by change and an effect of that change will be felt in another part of the organization.

Special attention and focus is given to the “how to” aspect of about OD in the grand scheme of organizational context. It is not a surprise that the unit of analysis for OD practitioners is organization, which means that we focus on developing organization capability through alignment of strategy, structure, management processes, people, rewards, and metrics.

Additional Materials

From your textbook, Organizational Behavior, Theory, and Design in Health Care, read the following chapters:

· Chapter 18 - Organization Development 

From the South University Library, read the following articles:

· SCHACHTER, H. L. (2017). ORGANIZATION DEVELOPMENT AND MANAGEMENT HISTORY: A TALE OF CHANGING SEASONS. Public Administration Quarterly, 41(2), 233-253.

· Warrick, D. D. (2017). The Urgent Need to Educate Present and Future Leaders in Organization Development and Change. OD Practitioner, 49(3), 52-58.

Barriers to Change

Individuals’ barriers to change will come with discomfort and uncertainty, and perceived negative effects on interests or even perceived breach of a psychological contract. The organizations’ barriers to change can develop from a lack of change agents, inadequate finances, and/or capacity with poor leadership and resistance to change by senior management.

Transformation of healthcare organizations will help to improve the consistency of an organization’s goals with resource allocation and actions at all levels of the organization. Managing change requires handling the complexity of the process. This involves planning and implementing operations, tactics, and strategies to make sure that change is worthwhile and relevant. Managing change is a complex, dynamic, and challenging process. Effective change involves unfreezing old behaviors, introducing new ones, and re-freezing them.

Change may be continuous, sporadic, occasional, or rare. Change allows time for preparation, whereas unpredictable change is more difficult to respond to. Promoting change is both demanding and fatiguing. The healthcare manager/leader is required to challenge the precedent to bring about change and this requires perseverance.

Additional Materials

From your textbook, Organizational Behavior, Theory, and Design in Health Care, read the following chapters:

· Chapter 19 - Managing Resistance to Change

From the South University Library, read the following articles:

· García‐Cabrera, A. M., & Hernández, F. G. (2014). Differentiating the three components of resistance to change: The moderating effect of organization‐based self‐esteem on the employee involvement‐resistance relation. Human Resource Development Quarterly, 25(4), 441-469. doi:10.1002/hrdq.21193

· SHIMONI, B. (2017). WHAT IS RESISTANCE TO CHANGE? A HABITUS-ORIENTED APPROACH. Academy Of Management Perspectives, 31(4), 257-270. doi:10.5465/amp.2016.0073

Organizational Strategy

Organizational strategy is involved with the choices that help the organization to define how it relates to the external environment. Organizational strategy can be defined as both a process and a mind-set. Organizational strategy is used to accomplish the vision, mission, and objectives of the organization. The whole organization is focused rather than individual units or parts of the organization in the process of implementing organizational strategies.

When it comes to organizational strategy, strategic assessment is involved with the values and culture, and an internal and external environmental analysis is developed. From the organizational strategy process, you would want to implement a strategic plan then evaluate the strategic plan. Management evaluates the effectiveness of the prior year’s strategies, including accomplishment of the year’s strategic objectives. For an effective evaluation, biases need to be set aside and the analysis needs to be factual and true.

Organizational culture is both the internal assessment and implementation stage of the strategic planning process. During the internal evaluation phase, the organization’s overall culture should be evaluated as the existing culture can be proved as a major strength or weakness. During the implementation phase, culture should be a primary strategic consideration. Organizational culture varies between different healthcare organizations and practices. The culture within an organization is created by the attitudes, beliefs and behaviors of the people who work within it. Healthcare organizations can consider their level of readiness, which can include: degree of resource commitment, core competencies, participation in financial and care delivery models that align with population health, and degree of influence in the community.

Additional Materials

From your textbook, Organizational Behavior, Theory, and Design in Health Care, read the following chapters:

· Chapter 21 - Strategy and Structure 

From the South University Library, read the following articles:

· Naveed, Rana Tahir, Amer Hamzah Jantan, Mohammed Bashir Saidu, and Saad Mahmood Bhatti. 2017. "The validation of the organizational change construct using confirmatory factor analysis." Cogent Business & Management 4, no. 1: N.PAG. Business Source Complete, EBSCOhost (accessed April 8, 2018).

· Nobuo, T. (2016). Strategy and Structure Follow Technology: A Spinout Proposition of J. D. Thompson's Organizations in Action. Annals Of Business Administrative Science, 15(1), 15. doi:10.7880/abas.0150810a