Implementing Change in the Workplace

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.

According to Hussain, Lei, Akram, Haider& Ali, 2016 “It is important for organizations to make changes and update old process in this competitive business environment”. Implementing change in a department of a company, hospital or doctor’s office can be difficult. Lewin’s Change Model is an effective way to help Managers and business owners update old processes and structures. (Hussain, Lei, Akram, Haider & Ali, 2016, P 1.) There are many reasons why change can be resisted. It is very important that the manager communicates with the staff effectively about the change and how it will affect everyone involved. Good ideas have been applied

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

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

Monitoring change processes during/after implementation determines the effectiveness of the organizational change, unsuspected problems and reveal potential solutions to problems that surface during the change. Dr. Lindsey Medical Clinic recently employed a filing staff to sort records, file records in accordance with the correct patient, and scan records into electronic format. The monitoring process consist of training two file room employees to use a computerized change monitor software. The change monitor software implementation addresses performance evaluations based on

Change can be difficult to accept in healthcare. Over the last 20 years there have been major changes in the industry; for example, electronic medical records and bar code medication administration. Sone staff may be resistance to change and may make the decision to not participate in the tasks that are change. There are ways to lessen that resistance. For example, ensuring that there is clear communication with all parties involved. When people are included in that planning from the first step they have a sense of ownership of the change (Chamberlain College of Nursing, 2015). Additionally, educating people about the what, why, and how of the change can lessen resistance. When people are fully educated and prepared for implementation they

Change is inevitable especially in the healthcare field however it is human nature to resist change. This makes the job of a manager difficult. However once he knows what is expected of him he can create a plan to effectively and smoothly implement change and handle resistance. Through creating a plan that follows four simple steps he will find this process can be pleasurable for both management and employees.

Change is particularly difficult if it is unexpected. It is far easier to accept change if an employee has time to digest the news and prepare to take action once the change has occur. Some of the concerns that worry employees may be address by creating clear goals and timelines that employee can easily follow. As well as addressing the chief objective “why are we changing?” Once these questions have been answer and employees buy in to them change will be easier and resistance will diminish (Strebel, 1996).

Moreover, the best way to successfully implement change management is carried out in a few simple steps. Appointing a team to organize the change management process; this team may consist of employees, as well as outside consultants with the familiarity of change management strategies. Next, the plan to go from the current to the planned organizational structure should be analyzed and decide what steps will be necessary to complete the process. A communication plan should be created that is comprehensive; determine how to notify all company employees of the upcoming changes to ensure the transition will go smoothly. The next step will have the key changes that will take place during this process by creating a timeline, which should include small as well as large details. The change process should list concerns or problems that may arise; this would include employee dissatisfaction, confusion as well as an everyday work stoppage, and finally, these potential setbacks should have a contingency plan created. The final steps include the compilation of a change report for senior management as well as a discussion with management teams of the upcoming changes to be implemented (Michaels,

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.

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.

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:

Self-reflection sometimes is the best feedback that an individual can receive, and the same is true for an organization. Understanding where an organization sits emerged in an industry often calls for a shake up or changes in methods, practices or even product. The focus is not necessarily what the changes are or is but rather how they are executed, who is affected, proactively foreseeing rejection, and how the change is adopted by the company’s employees. The changes within my own company have been ongoing for almost an entire year now, and I have been on the front line of the shift.

Guideline 3 – authority to change: one of the most basic bits of a positive change is dynamic official sponsorship. Official supporters acquire support from "managing alliances" comprising of an essential supporter, official level associates, and key partners. Accomplishment ascends with the generous backing on a task. Standard 4 – value systems: historically, the estimations of control, consistency, and uniformity taken into consideration and the development of progress to be openly actualized with a top-down methodology. In any case, conformities toward new values concentrate on responsibility, proprietorship, and strengthening permitting representatives to enhance their profitability, and react towards the shareholder’s needs. Guideline 5 – incremental versus radical change:

Managers must lead change. for change to happen in a company a manger must be an effective leader to make the change run smoothly. They must establish a sense of urgency, set stretch goals, making the problems aware to the employees and not sugar coating the failure with in the organization. A manager could have data backing up the weaknesses of the company. For example, by directly contacting unhappy customers. After this first step is established we move on to creating the guiding coalition. For this step it requires a team of leaders in power to take the information the company has too grow. The third step is developing a vision and strategy, this step is about communication with the employees. The managers are communication how the