How Changes At Adws ( Arkansas Department Of Workforce Services

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.

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.

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

There will be undisputed pressures from staff to make changes succeed. As many staff and managers find change unnecessary, it is important to take the approach of selling an experience rather than change. This will allow staff to become involved in refining the analysis of change and of what possible improvements it could bring. Staff would then assume ownership of systems

It is common knowledge, that some people adapt to change very well and the others don`t. That`s why is so important to support the staff during the change because if they feel supported, they are more likely to be more open to accept changes and adapt to them quickly.

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.

William Bridge’s three-step change model “deals with change at a more granular, individual level, suggesting that change within a health care organization means that individuals must transition from one identity to a new identity when they are involved in a process of change” (Campbell, 2008, p. 23). According to Bridge, for change to take place, three transition periods must be experienced, including endings, the neutral zone, and beginnings (Campbell, 2008). This model is appropriate for the current changes made in our facility because it focuses on individuals and their ability to transition to change. ”Change is something that happens to people, even if they do not agree with it. Transition, on the other hand, is internal, it’s what happens in people’s minds as they go through change. Change can happen very quickly while transition usually occurs more slowly” (Mind Tools Editorial Team, n.d, p. 1). Changes made in the workplace require transitioning for employees, this is why I feel it is important that administrators and committee members utilize this model as our organization continues to adjust to the advancements in technology.

Today’s companies are challenged by frequent changes in market demands and consumers’ desires for new products and services. Companies which fail to adapt to these changing conditions often find themselves struggling to survive. This is the situation for the Texas Plant, as described in the case study by Pryor, Humphreys, and Taneja (2011). The Vice President, Human Resources Director, and Organizational Development Manager find themselves not only facing the struggles of transforming the Texas Plant, but also the difficulties of working together to achieve it. The following paper describes these difficulties and examines how the actions of the leaders impacted the change process. Recommendations to assist the plant’s leadership in moving forward will be offered.

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

Change takes time and would be more successful if there is buy-in for the organization and community. Making sure that there is a mutual vision for the reason of the change may make these changes easier.

With our main research question we aim at exploring the importance of effective change management and the characteristics of a successful change management program in a hospital. The main research question can be formulated as: To what extend is change management necessary and how can it most efficiently be implemented in a hospital?

Mitchell (2013) states, “leadership, effective communication and teamworking are among the most important elements for planned change” (p. 34). Lippitt’s change theory is a plan leaders can use which incorporates the four elements of the nursing process: assessment, planning, implementation, and evaluation. During the assessment phase, the problem is identified and key stakeholders are made aware of the problem (Mitchell, 2013, p. 33). For example, the research and benefits of paravertebral blocks could be presented to the CEO and other administrators at the hospital. Barriers to change should also be recognized. Such as, hospital administration may not perceive the practice change to be beneficial or there maybe lack of cooperation from staff. Other possible barriers include time, communication, and resources. In the planning phase an interdisciplinary team is formed. Porter-O’Grady & Malloch (2013)

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).

Time and communication are the two keys to success for the changes to occur. People need time to understand the changes and they also need to feel highly connected to the organization throughout the transition period. When you are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach.

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.