Académique Documents
Professionnel Documents
Culture Documents
Ashley Smith
HCS 587
August 1, 2016
Running head: COPING WITH ORGANIZATIONAL CHANGE 2
COPING WITH ORGANIZATIONAL CHANGE 3
Change can be measured in many ways. The change to shorter wait times in the
organization and effectiveness overall it requires collaboration from all (Phillips, 1983). The
most logical thing to do is to have managers upper and intermediate evaluate the current
producers and process that are used within EMR (electronically medical records). Data collected
from the internal system, needs to be studied in order to see how long each patient waited for that
day. Also, how long was registration? The numbers that are revealed can be compared to the data
that comes from corporate. Policies and procedures would need to be modified in order to
coordinate with the relevant changes after reviewing them first. The review of the policies and
procedures first will determine how effective the change was or is going to be. Feedback is
welcomed and needed by the organization from staff and patients and this will relate to the
process and it is vital for this determination is carrying out the processes. Feedback can answer
any questions that were left out in the planning stage and also point out any short comings or
Outcome is the true test for effectiveness and organizational development intervention.
Outcome is nothing more than asking the question did the change work or not? Most
organizations conduct follow up evaluations or surveys for patients to determine whether the
change was a success or not. You measured there needs to be a follow-up process that will
measure data and statistics. When collecting data the purpose is to measure the outcome through
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staff and patient satisfaction surveys (Oconnor & Brinker, 2013). The survey can address this
satisfaction of the patient during waiting times before seeing with doctor among other things
such as customer service, cleanliness, etc. There can be specific survey questions that will
address the experience of the patient before the new system and after the new system is installed
so the two can be compared for the before and after wait times with and without the new system.
All information entered into EMR is needed for maximum efficiency and plays a part of the
shorter vs. longer wait times. It hinders a patient longer when information is not correct in the
system. Although this should not happen very often, it is still a factor that has to be included in
the barriers. Having a staff that has been fully trained on EMR will lead to the success and
longevity of the system. Collecting data to determine error rates will also aid with the
determination of the effectiveness of the system change (Lorenz, Solomkin, Nies, Sitter, Koller,
The quality of a change can be looked at yet another benefit to collecting the patient
surveys. Not only is the organization getting feedback from its most reliable source, but also
knowing what quality level the change is on. In my opinion, the survey is supposed to measure
what the patient thinks about the office visit and what they think about the new computer system
which was designed with the patients in mind to cut down on wait times. The patient might be
asked to rate their experience from one to ten if there office visits was better before or after the
change. What most people have learned working in healthcare about surveys are first, most
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patients are non-compliant about completing them however, if a patient or their family members
have a bad experience, they will rate that department or organization with the worse scores
possibly causing an even bigger need for change. The cost with the change or any should be
similar to the old computer system if not less. With EMR, the front desk representative will be
allowed to send clinical staff alerts when the next patient is ready to be triage and brought back
to be seen by the physician and the charts should be ready to view by the new system allowing
the physician and nurse to document allowing the increase of patient satisfaction of shorter wait
itmes in the front lobby as well as faster office visits by physician. Prescriptions can be sent to
local pharmacies and notating chart information can be done faster within EMR.
Summary
The organizational change that was needed was an EMR system update and to have
shorter wait times for patients to be seen by physicians. The process started by undergoing
change and modification. Healthcare and change can be a burden at times however; change is
needed when trying to satisfy patients who ultimately are needed to continue the business of
healthcare. For any change within healthcare to be successful, managers and clinical staff have to
communicate with one another and be involved in the actual transition. Keeping everyone
involved in some capacity will decrease the negativity that can come when changed is proposed
in the health care field. Negative attitudes amongst employees can be the biggest hindrance in
making the proposed changes a success. Manager should note the employees who are not being
positive and reflecting negative comments towards the change and offer them other alternatives.
Conclusion
In part three of the change measuring the effectiveness of the change is done by a follow-
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up plan for the evaluation before and after implementation. Surveys are in my opinion a great
way in getting a overall picture of the success of change in the patients view, however, more
surveys should be done from the employees point of view for upper administration and
immediate managers to know what works for the staff and what does not. Monitoring change
from managers and from employees is an overall process where the feedback from patients will
help with the successful outcome of that implementation. Management is critical in setting the
tone for the change to be positive or negative. Managers should weed out negativity among
employees and keep a positive focus during the entire change process. Management also needs
to keep the lines of communication open during this change and recognize the staffs fullest
potential and use them to make the process smoother. An organization needs change to stay
competitive, successful, and relative in the health care environment. As the days go by,
healthcare technology is becoming more and more advanced and necessary to function and staff
References
Lorenz, W., Troidl, H., Solomkin, J. S., Nies, C., Sitter, H., Koller, M., Roizen, M. F. (1999).
doi:http://dx.doi.org/10.1007/s002689900578
O'connor, D. P., PhD, & Brinker, M. R., M.D. (2013). Challenges in outcome measurement:
3496-503. doi:http://dx.doi.org/10.1007/s11999-013-3194-1
http://search.proquest.com/docview/223838848?accountid=458
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Introduction
degree of change in their management activities. While some organizations experience successful
change in their organizations, others struggle to adapt to new changes thus delaying organizational
change. Globalization has increased the markets and opportunities that can be tapped by
organization that want to grow and access more revenue (Nazaroff, 2013). However, these markets
present a problem to organizations and thus change is needed for them to adapt to these markets
Change Models
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The most important change models that have been used by organizations to implement a
powerful and most successful organization change are Kotters 8-Step change model and Lewins
change management model. Kotters, a professor in at Harvard Business School, proposed an eight
step change process that has the potential to cause positive change in the organization. The eight
steps include; (1) creating urgency where change in the organization is only realized when the
whole company has the urgency to implement change or to want it. The management needs to
align their staff towards change initiative. Staff motivation that sparks change in the organization
is done during urgency creation. Furthermore, Kotters observed that at this stage, threats as well
as opportunities and honest discussions can get the staff in the right mind to start change initiative.
(2) Forming a powerful coalition is the second phase of change initiation. Here, stakeholders are
convinced that change is necessary and it takes strong leadership and trusted support from
important people in the organization for change to occur. (3) Involves creating a vision for change
where a clear vision to help the staff see what the management is set to do. Determining the values
that are important for change to be implemented are formulated. Short goals are also formulated
as the management and the stakeholders create strategies to ensure change is established. (4)
Communicating the vision frequently and powerfully is important in bringing about change in the
organization. (5) Removing obstacles where putting structures for change in place to help in
eliminating the barriers to change. Other stages in Kotters model of change involves (6) creating
small wins and (7) building on the change as well as (8) anchoring the change in the corporate
culture while improving the change to realize the best organizational change (Graetz & Smith,
2010).
The second organizational change model that is used by organizations is the Lewians
change management model that has three stages of change. According to Lewian change is a
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common thing that is consistent in organizations regardless of size, industry and age of the
business. The three steps in Lewian model of change are; unfreeze which is the first stage of change
that prepares the organization for change. At this stage, stakeholders break the status quo and start
to think differently on matters change. The second stage which is the change stage then follows
where the staffs begins to resolve their uncertainty and start to look for new ways to carry out their
activities. The third stage is refreeze; where the organization is satisfied that change has taken
place and need to be consistent with what the change has brought to the organization. This stage
Successful organizations implement certain fundamental steps to realize change in the way
they carry out their activities (Cavalcante, 2014). First, successful organizations have clear goals
that are in line with the mission of the organization. These goals are important in measuring the
position of the organization. The goals guide the organization to the right direction of change.
Second, organizations that realize success has definite plans that fit the goals and missions of the
organization. Successful organization continually communicates and reviews their work progress
to ensure that they are still on track for success. These organizations work diligently to ensure that
the barriers against their growth are removed. The successful organizations are those that manage
the finances of the organization more prudently. They also value their customers and respond to
the needs of their customers on time. Furthermore, successful organizations adapt to new market
organizational change. In 2013, while volunteering with the Dylan Company, which deals with
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export of electron devices, I experienced how successful organizational change can spur growth
in an organization. From the past records, Dylan was exporting less than 2000 units of electronics
per annum. Upon successful implementing organization change, the organization is now exporting
more than 3000 units per annum. Furthermore, employees became more motivated to work in the
organization and the employee turnover rate reduced significantly. This experience is opposite to
the Krylic International, which was experiencing difficulties in the changing market environment.
Krylic was an organization that manufactured pesticides and other agricultural products. In 2014,
Krylic sales started to dwindle thanks to the emerging industries that used advanced technology to
manufacture more effective pesticides. Krylic failed to adapt to the new market demands and thus
experienced hard time keeping their customers. This problem was further compounded with the
successful organizations knows feel the urge to adapt to organizational change when opportunities
becomes available.
Formulating values that support organizational ethics and good work morals can lead to
successful organizational change. Other concepts such as prudent use of finances and removing
the barriers to facilitate change are important concepts that facilitate change in the organization
(Newman, 2012). Sparking change in the organizations employee by motivating them and
communicating the change progress in the organization is also key to organizational change
Conclusion
vision and effectively communicate it, enables the management to remove obstacles, and thus
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create quick wins, that enable organizational change. Making organizational change part of
organization culture is important in ensuring success in the organization. Adapting to the changing
market demands and timely communicating change is the key in ensuring organizational change.
References
Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency
doi:10.5465/amj.2009.0891
Graetz, F., & Smith, A. C. T. (2010). Managing organizational change: A philosophies of change
doi:10.1080/14697011003795602
Nazaroff, W. W. (2013). Advice for aspiring scholars. Indoor Air, 23(6), 441.
doi:10.1111/ina.12071
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