A Cardiologist At The Southeastern Pennsylvania University

Employee Relations: As could have been projected by the public’s negative perception, Sister Mary Theresa’s style of leadership was not well received by many employees at Abbott Hospital. Despite warnings from Dr. John Coletti (Abbott administrator under MEDICO), Sister Mary Theresa implanted her authoritative managerial style into the new satellite hospital. First, she requested all Abbott staff members to be interviewed by Mt. Mercy personnel. They were given a three-month probationary period (at the end of which permanent appointment could be discussed). Also, both staffs were informed they could be transferred between hospitals at administrative discretion. Sister Mary Theresa stuck to her bureaucratic plan – causing Dr. John Coletti to resign.

One of the strengths…. New physicians are hired on a two year contract with a fixed salary and benefits. After the completion of their two year term, they can then choose to either buy a share of Medical Associates and become stakeholders, or terminate their relationships with the practice entirely. Over the course of the past 5 years, Medical Associates’ staff has changed dramatically within the organization. As registered nurses retire or resign, they have been replaced with medical assistants. On five recent occasions, when a Registered Nurse assigned to a senior physician resigned, the senior physician demanded that the registered nurse assigned to a staff physician (non-shareholder) be reassigned to him or her and that the new Medical Assistant be hired to fill the vacancy with the new staff physician. This ad hoc system of job switching has caused a great deal of internal turmoil between the senior and junior physicians and has lead to the subsequent resignation of two Registered Nurses who did not want to be reassigned. Another issue of long term concern involves the financial structure of the corporation. At a recent Board retreat, a consultant furnished a recommendation that the corporation retain more of its annual earnings before sharing earnings with the shareholders. This report was very controversial.Dr. Eason, the Medical

As a Healthcare administrator there are many different challenges to be faced. Being the backbone of any company in general is a hard but rewarding task. On a day-to-day basis healthcare administrators have to deal with the bulk of the problems wherever they work. The people in these positions deal with things ranging from unethical doctors, to hiring and firing the janitor. The topic this paper is going to focus on is the type of issues healthcare administrators deal with when going through the process of employment for their doctors.

Ms. Sherman was conflicted by the situation before her with the acquisition and had no answers to the many questions leaving her with a sense of loss of control. As noted by Jick and Peiperl (2011), most individual’s negative reaction to change is related to control and a threat to their influence, surroundings, pride, and accustomed way of working (p. 337). She had built a successful team delivering results and was concerned with her team’s

Change is difficult because all organizations cultures, structures, mission, and values are unique. As a result, there is not a “blueprint” that leaders can follow to ensure change initiative success. However, understanding the conditions that promote successful change processes is critically important for leaders. If employees do not support

Scenario: As the new clinical manager at St. Agastine Hospital, I have noticed that employees feel overworked and have low morality. After careful examinations, I noticed that there is low communication between staff, unsure if their workplace safety is taking seriously, high culturally diverse In the organization creating unintentional miscommunication, and employment grievance regarding their work schedule.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:

The change plan prepared for the business provides significant information regarding the current situation in internal environment. The information provided is based on analysis of internal elements necessary in formulating an overall organizational culture. The desired performance and culture is also defined in terms of its tangible elements. A detailed plan includes the necessary steps for an organization to carry forward its change objectives including the handling of transition. The process adopted for change management should include a clear purpose for change as well as a strategy for implementing the desired change.

Bolognese, A. (2002). Employee Resistance to Organizational Change. Retrieved December 2, 2006 from Internet, http://www.newfoundations.com/OrgTheory/

To successfully achieve her goal of a more profitable company Helen must rely on the support of the workforce. As resistance to change is common human behavior the

According to Lewin 's (1958) theory there are three clearest and simplest steps models about change management. First step is "unfreeze" people always need to understand why things should done in another ways. The process of "unfreezing" is sensitive culture, which means explaining why the organization is