Organizational Change Plan 2

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.

This coaching and execution package will start by teaching the meaning of the principles. The Nine Principles™ of service and organizational excellence instills what everyone within and associated with the medical center believe to be the best experience possible. The first principle is to commit to Excellence. Any type of change within an organization requires buy-in from all staff starting at the top of the executive chain. The second principle is to measure the important things. This would be measurement of what the strategic goals have set in place and allows the medical center to keep up with the progress on a monthly basis rather than quarterly. The third principle is to build a culture around service. In order to increase patient or in this case veteran satisfaction all employees will need to learn the process that has been tested and laid out by the Studer Group®. The process teaches that the process should be the norm and it should become “hardwired into the organization’s process.” This will require the medical center to put in place scripting for how to communicate. The scripting of behaviors, establishment of teams, teaching service recovery, and the development of performance standards will also enable to medical center to perform excellent care. The fourth principle is to create and develop leaders. The Studer Group® places great emphasis on developing leaders. So much so that they will provide instructional training to the

Firstly, the model should be one that the OD practitioner thoroughly understands and is at ease with

After nursing staff enters immunization facts, CommunityWorks tabulates the data into a daily report. The quality department promptly reviews this document to ensure staff is immunizing every patient, unless the patient refuses, or providers determine contraindication. With the current point of care technology, management and nursing have the chance to correct missed patient-care opportunities during the encounter. The final opportunity is at discharge. Therefore, when physicians place discharge orders, a prompt will encourage nursing to complete the immunization administration one last

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

Increasing appropriate vaccination program has been initiated focused implementation of health care system and community services. Effectiveness of increasing vaccination rate in targeted population has been proven by research and data. Recommendation includes the health care providers to offer educations and reminders for clients. Additional strategies of implementation include accessibility of vaccination such as reduced cost and providing expanded access in clinics. Home visit can also be offered for immobilized clients. Standing order is another strategy that has been recommended in this program. Under the state law and approved protocol by the institution, nurses, pharmacists, and other health care professionals can administer vaccination

The Office of Immunizations within the Bureau of Communicable Diseases in the Department of Public Health of State X and county public health agencies collect immunization data from public and private healthcare providers (O’Carroll, Yasnoff, Ward, Ripp & Martin, 2010). These two agencies currently do not have a uniform data standard for collecting and reporting immunization data. For example, if a school nurse needed to verify immunization records for a child new to the county or city, a paper form showing verification of the child’s immunization would be submitted. So, the Office of Immunization technology department and Department of Public Health will collaborate to propose and adopt use of Health Level Seven (HL7) as electronic data collection and immunization registry. Healthcare personnel and providers will need to be trained on how to use this new program via continuing education courses (O’Carroll et al, 2010).

Health leaders can use different strategies to create a culture for change in the health organization. A health transformation leader would have to be able to create trust, admiration, loyalty, and respect from their followers through the leader’s actions, behaviors exhibited and persona exemplified. Once a culture of change is learned and the pattern is exhibited it is shared by the members about what is right and what is good. Health leaders should be able to develop a predetermined organizational culture

To aid communication, individual meetings with all groups would be needed including patient groups and representatives. This will allow for questions and answers and gives time for information to be digested. Participants can offer ideas and contribute to its success, therefore owning the initiative (Gill, 2011). This empowering effect brings ownership to the change (Parkin, 1999). The belief that it is not the change itself that causes resistance, but the way the change is implemented is held by Hunt (1992), and therefore its initiation needs to be well planned. However, realistically, the change proposal will impact on how people work in the future, and how patients receive essential treatment; and so Oreg (2006) believes that change agents need to focus on three factors: the trust placed in managers ,the information given

The change plan prepared for the business provides significant information regarding the current situation in internal environment. The information provided is based on analysis of internal elements necessary in formulating an overall organizational culture. The desired performance and culture is also defined in terms of its tangible elements. A detailed plan includes the necessary steps for an organization to carry forward its change objectives including the handling of transition. The process adopted for change management should include a clear purpose for change as well as a strategy for implementing the desired change.

Burke (2014) stated that organizations change from day to day. The changes that take place in organizations can be intentional or unintentional. Generally, the changes that occur is accidental. It is important to have a broader and deeper knowledge of understanding organization change. Understanding what is currently happening as well as trends in which the organization is functioning can provide such awareness.

Without competent leadership change can have negative impact on both the employees and the patients. According to Wright (2010), lack of leadership in change management could lead to adverse outcomes such as resentment, rebellious attitudes, and could end up damaging the same people it intended to make better (p.20). Therefore, experts warned that it is very important to have competent leadership at the helm of change management (p.20). As the focus of providing leadership shifts to nurse administrators who are often in the frontline of change management, nurse administrator should use essential tools such as the American Organization of Nurse Executives (AONE) five domain of competence as a framework in change management.

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

1. Support the delivery of clinical immunization services at the point of immunization administration, regardless of setting.

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric