Key Factors That Impact Change

Training is used to build knowledge and skills after employees have made the personal decision to support the change.

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.

Understand the principles of change management in health and social care or children and young people’s settings. 01.1 01.2 01.3 01.4

Implementing a change in practice within these environments can produce anxiety or fear of failure in nurses, leading to a resistance to change. Several studies (Bozak, 2003; Lehman, 2008; Spetz, Burgess & Phibbs, 2012) expounded the need for a concise plan and clear communication between nurses and management when implementing a change of this nature. The use of Lewin’s Change Management theory can support nurses through the transitions and identify areas of strengths and resistances prior to implementing change. Without a framework for guidance, it can be difficult to keep on track.

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.

Describe the values and experience of this unit and how the knowledge gained may help in your managerial techniques in the future. (Around 300 words)

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.

The nature of the task interdependence among staff in Unit B was better because the communication was better than Unit A. In Unit B had daily interdisciplinary rounds with the staff. This helped with coordinating the best possible care for the patient, which help with their reputation for quality care. Unit B team concept worker much better than Unit A non-team concept, being a part of a team where there was great teamwork got the job done with good team morale.

Overall, I believe that my unit was a successful unit for the setting that I was in. If I could go back and do it again, there are a few things that I would like to change. There are so many positives from this unit that I hate to look at the things that did not work out, so I will do a little of both. We will call it pro, con, con, pro, a little method I learned from my years of helping with sorority recruitment. I will start off with a positive, address two negatives, and end with a positive.

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?

Core changes are less common than peripheral changes in the organization of hospitals. Using Lee & Alexander’s study 1 percent of the hospitals had core changes compared to 36.6 percent having peripheral changes. The percentages of change clearly identify peripheral changes as the more common organizational changes thus making it the more detrimental of the two. Another limitation should have been added stating that the rates of failure in core changes was not separate nor compared to those of peripheral changes.

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.

Implementing Organizational Change: Theory into Practice, Third Edition, by Bert Spector. Published by Prentice Hall. Copyright © 2013 by Pearson Education Inc.

The change is managed through developing a detailed analysis of current and prospective situations within an organization. It is necessary to address all relevant aspects of change in order to develop a plan for incorporating change in

The unit’s readings have provided many solutions to the challenges businesses encounter nowadays. To this day, there are many companies that have business plans that concentrate strictly in lowering operating cost, cut budgets as much as possible and overwork workers that already are overworked.