A Transformational Change Implementing the New Organizational Structure

Implementing immunizations into the clinics can be challenging for the facility and the staff. There are several methods that have been implemented to monitor the methods used by the staff to give the immunizations to the patients in the clinics. There have been several obstacles and challenges that the staff and leaders have faced. As with any changes that take place in patient care within an organization methods must be set up to monitor those changes. Changes promote challenges not just to staff leaders but the organization as a whole. Communication with any changes can be challenging for

Organizational structure. Need for expanding size of executive management team and adding new corporate layers in the corporation.

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

Participation of all employees in a healthcare organization is needed within a transformational organization. Change is probably never popular, but is necessary for the transformation and restructuring of the healthcare industry. There are several models in the scope of transformational changes and learning organizations. The capacity to change is embraced by organizational transformation and initiatives sustained are representative of learning organizations (Johnson, 2009).

One possible outcome measurement strategy that will be utilized will be patient satisfaction surveys. These surveys are sent out after patients have been discharged from the rehabilitation hospital. The surveys consist of questions that cover the quality of care received by nursing, physical therapy, occupational therapy, dietary services, speech therapy, physician care, etc. The survey also covers the hospital itself, to include cleanliness, noise level and so on. These surveys will allow the quality management director to collect data on areas that need improvement and areas that are doing well. The areas that need improvement will show where training can be developed or new policies developed to assist with implementing new changes or making adjustments to the current changes.

Organizational change can be a challenging and difficult process for each person who is involved. Probability of meeting resistance is extremely high; however development of strong leadership base is vital for implementation of an organizational change to be successful. Inadequate staffing in skilled care facilities still remains one of the biggest issues that our nation is experiencing even until now ( Goodwin, 2002). Even when staffing numbers are to the minimum it is requirement of each nurse to use her skills and knowledge to deliver the best care to the patient’s that she is caring for. To eliminate this issue, implementation of nurse staffing plan is a must.

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

The merging of public expectations into a business model is not just about implementing change in an organization. It's about recognizing that change is for a reason of improving the wider social or community benefits and integrating bottom line profitability potentials. To make this happen, there has to be a blending of these values such that both elements of the new organization are realized an effort that is only now just beginning to happen (. Many organizations seem to want to achieve this goal even if it means moving their operations into the field of chaos where innovation gets to mix with opportunity.

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

Organizational redesign is a process that every business will have to perform to maintain or increase their efficiency or to maintain their competitive level with their peers. Unfortunately, most employees will view redesign as a threat to the norm or maybe even their jobs. On the other hand, other stakeholders will find that it is a necessity due to the ever changing outside influences such as advances in technology and internal changes such as a paradigm shift. Ummel (1994) states that redesign is not the same as reorganization or restructuring which are typically motivated by financial recovery plans (Ummel, 1994). Organizational redesign is an open, creative effort to further integrate itself by simplifying and altering its shape (Ummel, 1994). One of the best ways for employees to protect themselves from any negative actions such as a layoff or reduction in force is to know which transferrable skills are required or looked upon as favorable by the employer. The more transferrable skills an employee possesses, the more attractive they will appear to management. To add, if by the unfortunate chance that a person becomes unemployed, their skills will assist in them obtaining new employment.

Five successful examples of a learning-based approach to organizational change were studied in order to identify some key success factors. All five change initiatives, in major manufacturing corporations, were guided and supported through the MIT Center for Organizational Learning . Following the change there were dramatic improvements in business results . This article examines several factors that made these change initiatives successful.

As a HR manager’s point of view, this change project is dealing mainly job rotation of permanent staffs to new department to provide new services to exclusive customers in order to gain more

Change within an organization could be induced at 3 extensive levels, in the management of the environment associated with industry, at the organization level and at the workforce level, where change is going to be concerned with the activities of employees within an organization. Porter (1980) asserts that every level must be individually tackled. He illustrates key points and recognizes the role of traditional managers in controlling change at the respective degrees. Most of the contemporary research has corroborated the findings of Porter (Aniisu, 2009).

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