HCS 475 Implementing Change

To successfully implement change, employees need to understand how this will benefit them and impact their daily work. One of the things is that something might look good on paper can have drawbacks that are not realized by the planners, but can be easily identified by the employees who must implement the change. Therefore as a manager you need to bring the idea to the employees and get their feedback and continue to empower the employees to make the change that will work for them. Since change doesn’t happen overnight a manager needs to continually in monitoring the process and to assist the

The "Duke University Medical Center" (2005) website defines “quality improvement as a formal approach to the analysis of performance and systematic efforts for improvement”. Quality improvement programs are found in a variety of industries and are constructed differently. The medical field tends to use quality management to focus on patient and staff safety, reducing medical errors, and avoiding or decreasing morbidity and mortality rates. Health care organizations have been attempting to improve the quality of care for as long as “the nineteenth-century when obstetrician, Ignaz Semmelweis introduced hand washing to medical care, and Florence Nightingale who determined

* Apply the appropriate Level II HCPCS code modifier for each of the following examples. Explain your rationale.

Four different processes are followed in any organization. Assessment is the first process, “an organizations performance can be determined by collecting information systematically” (CLAS). Data is being collected to review how employees and the organization as a whole are performing when I manager uses the assessment process. At this time the manager should be providing feedback regularly during the assessment process as to what areas need improvement, the areas that are strong, and what areas need to change. If at a point the manager decides change needs to take place the next step would be planning. Planning identifies the problem this determines what is contributing or causing the problem, then a solution needs to be found. It is up to the

And so far all 20 managers have been aware of this change project. At Week 16, I provided internal skill- building to show those who are willing to change the way to adopt this project, and I made 1 person enter the trial stage. At week 18 I decided to issue an e-mail notice, by now they should pay some attention to the context of this e-mail, and it made 1 person entered the interest stage. At week 19, I conducted a pilot project, hoping to achieve a short-term win that can nourish faith in the change efforts, and the results are that 1 person entered the interest stage, 1 person entered the trail stage and first person entered the adoption stage. At week 25, I conduct private interviews again and made 1 person enter the interest stage. And week 26, I privately confront resister Pal D’Arcy hoping that he may change his mind, but he didn’t. At week 27, I walked the talk and show them the actions aligned with the change initiative, and make 3 people enter the interest stage and 4 people enter the trial stage. At week 29, I recognized an adopter and hoping this would have an influence on others, but it only made one person enter the interest stage. At week 32,

Organizations do not change, people do (Sullivan and Decker, 2009). A manager’s responsibility is to manage people. Change is difficult for most people and managing through the change process is not an easy task. Many theories on managing change exist, but they basically have four elements: assessment, planning, implementation, and evaluation (Sullivan & Decker, 2009). A manager’s role is to examine each of these elements and apply them to the people that he or she leads.

Personal barriers can be overcome by social interactions with coworkers and management showing support for the change. Dissemination of the learning information, through handouts, emails, and verbally to raise awareness and increase familiarity with the plan is essential (Fischer, Lange, Klose, Greiner & Kraemer 2016). Providing the staff with the training to accomplish the strategy, can help in removing some of the personal barriers. An increase in communication and management visibility before, during and after implementation can overcome or reduce

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

ABSTRACT The purpose of this article is to summarize several change theories and assumptions about the nature of change. The author shows how successful change can be encouraged and facilitated for long-term success. The article compares the characteristics of Lewin’s Three-Step Change Theory, Lippitt’s Phases of Change Theory, Prochaska and DiClemente’s Change Theory, Social Cognitive Theory, and the Theory of Reasoned Action and Planned Behavior to one another. Leading industry experts will need to continually review and

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.

Employees who feel pushed out of their comfort zone may also resist change, due to the unfamiliarity of new implications or managers. The fear of uncertainties due to the lack of communication can also lead to resistance to change on an individual level. If employees are not informed of the needs of the change then the fear of the unknown can cause resistance.

adopt before setting out on a change initiative. Kotter identifies the ‘‘analysis-thinkchange’’ mindset as the traditional method

Now, it is time to pass along that enthusiasm to other members. The idea is for others to become motivated and excited about the possibilities of change as well. The authors were able to clearly express this by encouraging others to become involved in the changes that were going to impact everyone on

Would the change pose a threat to a familiar or established situation where routine, predictability and comfort rule the day? But then on reflection, changes could have a positive effect, perhaps a change could open up an opportunity to learn new technologies and thereby an advancement in personal and professional development.

Managers are expected to do a multitude of things. A manager has to be a visionary and adaptive to meet the current demands of what is required of them at all level