Organizational Change Plan Part Iii

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

Through things such as incident reporting, generic occurrence screening, consumer and staff complaints and satisfaction surveys, and formal and informal discussion between managers and staff can evaluate and identify final changes to best benefit staff, management, and the organization as a whole.

Various internal and external factors influence quality management and outcomes in hospital organizations. One internal factor that affects quality management and outcomes is leadership within the organization. Leadership is important to have successful quality management outcomes because if the leadership does not support it, no change within the organization will be successful. “This commitment must be shared by the board of trustees and all senior clinical and administrative managers and understood that it is a long-term process” (Chassen and Leob, 2011). Leadership is one of the most influential internal parts of the quality management program. Leadership can either help the organization succeed with their support or help the organization fail if they do not support and follow

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

My experience in both my previous career in nursing and human resources has dealt with approaches in quality improvement in patient safety and different metrics in the turning up organizational behavior as well as up swinging the operations of the organizations respectively. We live in a rapidly changing world, and healthcare industry is not exempted from it. Because I will be playing an indispensable role in the future, I am very interested on the concept of quality improvement and what not and identify possible future challenges and draw lessons from healthcare organizations that has spearhead innovative changes to providing healthcare by pursuing the triple dimensions of the improvement of healthcare in general that is Improving the patient experience of care (including quality and satisfaction); Enriching the health of populations; and Reducing the per capita cost of health care.

Using feedback as a strategy will create growth within the organization both professional and personal.

Since healthcare organizations throughout the country strive for positive patient outcomes and patient satisfaction, preventing falls among patients in healthcare settings remains a nursing staff priority. Unfortunately, fall prevention is not a new problem. Nurses face the challenge of recognizing patients who may be at high risk for falls and intervening to prevent falls on a daily basis. To identify areas for improvement in fall prevention, a thorough review of the organizational function of the medical unit at Rex Healthcare in Raleigh, North Carolina, utilizing Roussel’s Evaluating Organizational Function Tool was completed (2013, fig 7-51). Interestingly, even with great effort from nursing staff to prevent falls, they appear to continue to occur on the medical unit. Therefore, the purpose of this paper is to review current literature to identify whether or not an association has been found between the rate of falls and hourly rounding.

In any continuous quality improvement effort, measurement is the key element (Sollecito, & Johnson, 2013). “Measurement and statistical analysis are used to assess the impact of an improvement effort” (Sollecito & Johnson, 2013). To Measure the impact of the program, the hospital utilized a departmental quality improvement assessment with a scoring matrix for self-assessment (McLaughlin, et. al., 2012). The scoring matrix consisted of five category ratings which each department head had to complete. Univer4sal Charting and Resource Utilization were also used for measurement (McLaughlin, et. al., 2012).

Another feasible solution would be an initiation of bedside shift reports that move along with the patient to alert other staff of concerns of falling if the patient is at risk (Miake-Lye et al., 2013). It is also imperative that the leaders consider providing adequate lighting in places that the patients use as well as a scheduled rounding protocol for patients who require frequent toileting (Grol et al., 2013). Lastly, attention will also be drawn to the importance of leaders of healthcare organizations in promoting an organizational culture that values the safety of their patients. The support of the leaders is particularly crucial because, besides the establishment of goals and objectives geared towards achieving zero falls, they provide the resources and support needed for the program and provide good examples for other staff members (Grol et al., 2013). Also, they help to monitor if the staff members are adhering to the implemented care protocols (Grol et al.,

Time and again, hospitals are often called upon to improve the quality of its various health care activities in order to better serve patients and immediate communities. A quality improvement plan thus helps in the selection of high priority areas and the utilization of evidence-based practices in conducting the improvement (Berenguer et al., 2010). In view of the healthcare improvement needs of Sunlight Hospital, this paper seeks to classify and justify five measurements of quality of care in a hospital, specify the four main features in a health care organization that can be used in the design of a quality improvement plan, and suggest the salient reasons quality of care would add value and create a competitive advantage

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.

While many health care practitioners are willing to change, the issue is that change is often mismanaged by leaders whom are either incompetent or lack the resources to follow through in the implementation of change. An example was documented in a study of a California hospital unit where patient satisfaction scores rose and immediately fell. At the time, the hospital was going through transition. The nurses in the unit saw this as an opportunity to improve patient satisfaction score. They initiated the process by recommending that the new chief executive officer (CEO) change the current procedure to one that could led to the improvement of patients’ satisfaction. The result, in a few months

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

Organization transformation is not an easy task, and will take finesse, and people skill to be successful. The organization structure, and its relationship to culture will need to be understood to develop a action plan that will fit the current, and future organizational culture. Once the culture has been dissected and analyzed, its important to know who the key players are, in other words, those who have the power, and authority to make decisions will be the most instrumental to the success of organization transformation. During the change process it’s necessary that one possesses a certain skill set, or techniques to help deal with resistance once