Changing Management In Patient Care

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

Improving patient care has become a priority for all healthcare providers with the whole purpose of achieving a high degree of patient satisfaction (Rao, 2002). Having an Idea to improve patient care, I would keep communications in many ways as possible. I think with the more ways you can communicate, the better the chances to discuss with the upper management about ways to improve patient care. The first step in the process to present a project to the upper management is preparation and lots of planning which is creating a thorough research about what is going to be proposing or presented to the group of people. Then the next step is to make a plan on how the idea is going to be presented. An important task to remember is to discuss the topic

Change is a hard concept for most, but change in the hospital setting can be beneficial for both staff and patients. According to Mclean (2011), “Every change begins with an ending” (p.79). How people respond to change can make the process easy or hard depending on how the change is presented.

Healthcare managers must always be prepared to confront new challenges and changes to be able to have a competitive edge in the healthcare industry. As a new manager, I realize that my efficiency in handling things in the beginning won’t be excellent. I say this because like any job, it will take time to understand my role as well as all my new responsibilities. Personally, I am not that great in handling change, so I may resist the idea of change at first. Knowing that this can happen, I would have myself undergo transitional training beforehand to gain the knowledge and experience required.

In the ever-changing healthcare field, organizations must be willing to adapt and make changes when necessary. Patient-centered care is of utmost importance in today?s healthcare landscape. Therefore, management must not view change as a threat, but as a challenge to do something new and innovative (Marquis, B., & Huston, C., 2015).

Organizational change can be an intimidating process for everyone that is involved. Resistance may be met, which is why strong leadership is crucial for implementation of an organizational change to succeed. The purpose of this paper is to discuss the effectiveness of an organizational change once implementation has occurred. It will also discuss outcome measurement strategies related to the organizational change process to include the tools necessary for these measurements. During this paper analysis of costs, quality of care and patient satisfaction measurements will also

Every profession embraces change. Whether it is small, like a simple word addition to the important Patient Information document, or large, like a staff shift, the medical field is constantly changing. To fully understand the scope of what it means to change, I have been challenged to ask “Why?” The answers have helped me grow at Eastside Medical Center.

Health care is in a constant state of change. Health care organizations must recognize that change is needed to improve the quality and safety of patient care, retain employees, and restructure the organizational chart to maintain their viability. When changes are carefully and deliberately thought through using the knowledge and skill of leaders, this is considered planned change. The change agent plays a major role in the outcome of the change; whether the change is successful or unsuccessful (Marquis & Huston, 2012). The purpose of this paper is to identify a deficiency within a department of a healthcare organization. A description of the planned change to address the deficiency will be

The aims of the change in view of the organizational mission and strategic goals and objectives include maintaining an organization that is patient-oriented, resources conscious, and that is hearing and caring with a focus on continuous improvement. The change management initiative is such that will only serve to further support these ideals. In alignment with the organizational mission the change management initiative will continue to provide quality hospital care to patients that is delivered by a team of competent professional staff through use of advanced facilities and technologies with the assistance of Electronic Health Record technology The change management initiative is such that will educate and train health professionals who provide care for patients and their families and the community and who are focused on professional and team development. The change management initiative is such that will support the establishment of partnerships with like-minded community organizations in achieving

The start of the change must start at its core, and that is when the imbalance between stability and chaos. The need for change was identified at the outpatient clinic that I work at due to several reasons. First, the clinic is growing in terms of patient population and health care providers, the increasing amount of work leads to overwhelming number of tasks overdue, which in turn leads to a great amount of patient’s dissatisfaction. Second, changes are indicated due to the nurse dissatisfaction of the work responsibility, which deviates the definition of nursing from the American Nurses

Health care and indeed nursing is dynamic. This reality should a reminder of how flexible we should be when change knocks our door. There are two types of change; First-order change, that occur within a stable system and makes minimal but incremental alteration on the current system; Second-order change is drastic and disjointed and calls for a transformation for finds most people unaware or not ready to move to a new system. “Workers need to be open and responsive to change and become ‘long life learners’’ (Huber, 2014 p. 39). One of the challenges is for the leader and manager to influence as where needed coerce the followers to adopt new processes.

Lewin’s Change Management Model developed in the 1950s is simple and effective and can be implemented into virtually any healthcare setting (North West Leadership Academy, n.d.). The model includes three important essentials that include unfreezing, change, and re-freezing (North West Leadership, n.d.). The first stage is aimed at problem identification, obtaining data, and preparing for communicating the problem (North West Leadership, n.d.). The second step to the model is change and this is where implementation occurs, obtaining important data, diagnosing a problem, action planning, and also assessment of consequences (North West Leadership, n.d.). The first step is needed to analyze the situation and recognize the need for change while

I wish to inform you regarding the great leadership, team work, and immediate assistance from both Carline and Althea this morning. At 0830am, three patients are coming out of the OR, the PACU has only one RN with no available float staff. I immediately seek the help of Ms Althea and Carline for RNs. As the need was urgent, I understand that the request will create an impact on staffing on their respective units. Nevertheless, the response was immediate and the nurses who came (Alex with Joe in orientation and Barbara) gave an excellent and positive care to the patients. Because of this, we have minimized if not totally prevented delay on transition of patient care.

While many health care practitioners are willing to change, the issue is that change is often mismanaged by leaders whom are either incompetent or lack the resources to follow through in the implementation of change. An example was documented in a study of a California hospital unit where patient satisfaction scores rose and immediately fell. At the time, the hospital was going through transition. The nurses in the unit saw this as an opportunity to improve patient satisfaction score. They initiated the process by recommending that the new chief executive officer (CEO) change the current procedure to one that could led to the improvement of patients’ satisfaction. The result, in a few months