Working With A Large Academic Healthcare Facility

Leaders change systems, structures and policies that have not yet been confronted. They hire, promote and develop employees who can implement the vision for change. In addition, they revitalise the process with a new round of projects or change agents.(Cengage Learning AUS, 2015)

Watching a medical show like, Gray’s Anatomy, the population get a dramatic and believable glimpse of life in an operating room (OR), but is it real? Today’s OR is a busy, bustling place for care of nervous, scared, and acutely ill members of society. The OR requires dedicated staffing and scope of service practices for care of these fragile patients trusting the staff to care for them during the operation. The author of this paper will explore the scope of service for all OR’s and determine staffing models necessary for safety of patients and employees alike. Many individuals see the OR as highly expensive area within the hospital due to equipment needs, instruments, supplies, suture, dressings, and everything in between; but, what does a typical day cost the hospital to staff and maintain the OR? How do long hours affect workplace and patient safety? The author will provide knowledge of staffing costs for an OR. Nursing in the OR takes a village of healthcare professionals working to achieve team work, effective communication, and collaboration, requiring diligent delegation for successful delivery of care for each patient. The OR is a fast paced area to work and patient safety is the most important skill to possess.

Transformational leadership needs to be fostered at all levels in the firm. In order to succeed, the firm needs to have the flexibility to forecast and meet new demands and changes as they occur —and only transformational leadership can enable the firm to do so (Bass, 1990, p. 31).

SSI’s not only set back our patients, but they also create financial and economic burdens for our facility. Additionally, there are considerable inefficiencies throughout UAHN’s surgical services departments, especially in its handling of inventory and supply chain management. The management of inventory which includes the daily returned inventory from surgical cases creates an excess in labor, indicating our system is non-optimized and costs UAHN approximately $4 million annually. It is for these reasons I believe there is great need for change at the University of Arizona Health Network (UAHN) moreover these changes can be accomplished on more than one level. We can establish a more efficient workflow at the clinical level as well as at the supply chain management level, doing so will increase the effectiveness and the financial health of the UAHN organization.

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

The Six Secrets of Change: What the Best leaders Do to Help Their Organizations Survive and Thrive.

When initiating change, the role of top level leadership is vital and can be one of the most demanding elements of leadership. Leading change entails directing,

Transformational Leadership transcends multiple situations. Leaders utilize the four components of Transformational leadership which include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (McCleskey, 2014; Robbins & Judge, 2016; Stone, Russell, & Patterson, 2004). Leaders that employ Transformational Leadership often have highly desirable personality traits that are modeled, and then emulated by followers as a method of idealized influence (Marques, 2015). The transformational leader is able to generate inspirational motivation within an individual by empowerment of the follower through communication of shared goals and sense (Stone, Russell, & Patterson, 2004). Intellectual stimulation is achieved thorough the leader engaging the follower in problem solving and innovation for solutions (Robbins & Judge, 2016; Stone, Russell, & Patterson, 2004). Furthermore, the transformational leader connects with the follower through mentorship and acknowledgement of the individual versus the team (Stone, Russell, & Patterson, 2004). To conclude, Transformational Leadership is a successful tool for managing change, as the transformational leader is able to create a shared vision, generate support for change, and successfully implement and maintain the change (Marques, 2015). Relative to the scenario, Transformational Leadership is paramount for successful change due to the engagement of the followers with the shared vision of the

John Kotter is the Konosuke Matsushita professor of Leadership at Harvard Business School and the founder and a principal of Kotter Associates in Cambridge, Massachusetts. Professor Kotter is the author of the General Managers (1982): The leadership Factor (1987) Leading Change (1995) etc. He is the best sellers among business books in the United States. Professor Kotter is also a frequent speaker at top management meetings around the world. Know days there are many different tools for leaders to use and create successful changes in today’s ever shifting environment. However, the economic and social changes force the need for major changes in organizations. Leaders are facing the need for change in transition to be successful, market changes and competition increase the need for transformation with specific strategies leaders and organization are looking for ways to keep up with the increasing change. This book titled “Leading Change (1995) by Kotter outlines an

Organizational transformation requires transformational leadership (Brown, 2011, Warrick, APA). The role of the leader is to understand their role as the director of transformation change (Brown, 2011) and then involve others within the organization to help facilitate the change. However, when Exton, called the meeting to discuss whether or not to take on the contracts his behaviors failed at those of a transformational leader, but instead that of a change novice. (Brown, p, 17). Consequently, the team had no vision for the change and was left to provide perspectives based on their individual view of how the change would impact their role or oversight responsibilities. Additionally, the lack of a vision and a leader’s heart felt conviction

As defined by Katzenbach (1995), change leadership is “the process whereby individuals who lead initiatives that influence dozens to hundreds of others to perform differently—and better—by applying multiple leadership and change approaches.” Leadership alone is defined as setting a direction and developing the strategies necessary to move in that direction – that is, creating and achieving a vision – leadership is thus a process to do with change (Kotter 1999). Change leadership is critically important to the continuing success of organizations everywhere. Tennant Company understands and invests in change leadership by employing a Sr. Organization Development Manager named Annelise Larson, M.B.A. whose efforts includes setting direction, developing strategies, and leading initiatives through organizational change efforts. An interview was conducted with Annelise Larson to discuss and learn about her change leadership abilities. For the purposes of this paper, the interview questions will be shared, a summary will be provided, and five recommendations are made for Annelise Larson as a change leader.

In order to move forward and keep ahead, I believe an organization need change leaders who have capabilities to have their workforce go from change avoidance to change acceptance. “One of the most significant strengths of an effective leader is the ability to create a positive work climate where people are energized to do their best work, free of unnecessary distractions” (Cronkite, n.d.). During this part of the change process I feel the change leader would have better success if he would be tactful and harness the skills of others by working in a collaborative rather than hierarchical way. Leadership in an organization involves instilling motivation and enthusiasm in the employees. An effective leader knows how to manage and tackle difficult situations and people. Many reasons can cause a force of change in organizations but I feel it’s up to change leaders to manage these planned and unexpected changes. (Word count: 548)

The change leaders have the professional knowledge and skills of the organisation development. The leaders will provide intensive professional help to the

The impact of leadership style in the change process of an organization influences the performance; Leadership as stated by Martin, Liao and Campbell (2013) remains one of the most consequential contextual influencers of employee performance. Latson (2014) elucidated that some leaders may have the best intentions, but the impact will not be in alignment with the intension. But leadership trait is the ability to inspire, motivate and engage the followers to make the inspired vision happen beyond their normal capabilities (Mendez, Munoz & Munoz 2013). A change is the most frequent phenomenon of today's reality and a good understanding of how to manage the change process is very essential; Change is translation from one state into

An organization is solely dependent on leadership abilities of its leaders and how they implement their transformational and relationship skills. They can revitalize the company and bring extraordinary changes by following the principles of transformational changes such as inspiring others, setting motivational examples and taking wise decisions at critical moments. Also, their good relationship skills can not only make their work easier but create a positive environment for other coworkers. “Being in a Leadership position is always challenging” (Garcia, 2009, p. 203)