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.
As managers it is a priority to identify issues and potential opportunities. “Change is often planned to close a discrepancy between the desired and actual state of affairs. Discrepancies may arise because of problems in reaching performance goals or because new goals have been created. Opportunities demand change as much as (or more than) problems do, but they are often overlooked. Be it a problem or an opportunity, it must be identified clearly” (Sullivan, E.J. & Decker, P.J., 2009). A manager should continually strive to assess the strengths and weaknesses of their staff and incorporate these observations into recommended improvements associated with change within the organization. This process could eliminate a great deal of staff resistance by commending their qualities to benefit them as employees and the organization as a whole.
Within the health care industry there is constant change. It takes a tremendous amount of awareness, education, and planning from management teams to build and maintain an effective program that is sufficient. A good team will have the ability to recognize potential change in all aspects relating to an organization; medical professionals, patients, structural strength and regulation, and an ongoing list of other aspects. A quality management team can then take these observations and construct a plan to begin the implementation process.
Stemming from the planning process comes the implementation phase. It should be considered that there is always room for improvement and take a team of motivated and persistent members to execute a continuous effort to better the quality of health care. A goal that is to be pursued is to always exceed the standard and expectations and always improve the quality of an organization. Strategies such as the power-coercive strategy, normative–reeducative strategies, or the empirical-rational model can assist managers in the implementation process.
Also, a continuous quality improvement plan should include a link to key elements of the organization’s strategic plan, quality council made up of the institution’s top leadership, training programs for personnel, mechanisms for selecting improvement opportunities, formation of process improvement teams, staff support for process analysis and redesign, personnel policies that motivate and support staff participation in process improvement, and the most current and rigorous techniques of the scientific method and statistical process control (Sollecito, W. A., & Johnson, J. K., 2013). Once change has been implemented management must then observe and evaluate the benefits and strains the staff and the organization are facing in order to ensure the success of the implemented change. Identifying any resistance or struggles with the implemented change should always be a priority of management to ensure continued success.
“Resistance prevents the unexpected. It forces the change agent to clarify information, keep interest level high, and establish why change is necessary. It draws attention to potential problems and encourages ideas to solve them. Resistance is a stimulant as much as it is a force to be overcome. It may even motivate the group to do better what it is doing now, so that it does not have to change” (Sullivan, E.J. & Decker, P.J., 2009). Initially change can be successful, but in many cases staff could lose motivation or overlook small glitches in the implemented changes.
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. As a management team it is suggested to always be aware of not only individual organization but also occurring changes in organizations across the nation. By staying informed, the organizations and managers can always promise that there is a constant awareness of potential improvement found in all forms of health care across the nation, ensuring that a problem faced or benefit gained at another facility will never be overlooked. Quality can be greatly affected internally within an organization.
Considering that internal factors can be monitored and controlled mainly from within, it is considerably easier to manage, though these factors have a much more direct and immediate effect on the organization where the management responsibility lies. Internal contributors that factor into quality outcomes include leadership styles, administrative policies, and organizational culture. These factors, if not performed to standard or with minimal empathy can cause stress among staff indirectly affecting the consumers. An unpleasant environment may lead to a low morale and dissatisfaction throughout the organization. (Suchman, A., 2001) Above all, management and staff must always have an open mind and an open heart concerning the consumers and the overall benefit of the organizations. Providing services and actually caring for staff are what sets apart the common from the exceptional manager and management team.
By implementing these change processes will do just that. The constant change in the healthcare industry defines 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. “The capacities to do the redesign work, and to accept the results of the redesign, are perhaps the most important capability an organization can have and value” (Lagace, Martha, 2009). Demands of the consumers and staff as well as regulations are continuously changing. As successful managers it is essential to confidently lead the staff through inevitable change to ensure organizational success.
Lagace, Martha (2009). Management’s Role in Reforming Healthcare. Retrieved from: http://hbswk.hbs.edu/item/6202.html Sollecito, W. A., & Johnson, J. K. (2013). McLaughlin and Kaluzny’s Continuous Quality Improvement in Health
Care (4th ed.). Sudbury, MA: Jones and Bartlett. Suchman, A. (2001). National Library of Medicine. Retrieved from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1071231/ Sullivan, E.J. & Decker, P.J. (2009). Effective leadership and management in nursing. (7th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
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