Change Implementation and Management Plan in Company

Organizational change is essential since it guides managers to introduce new solutions to some of the existing challenges. Leaders can consider various models to achieve positive results within the stipulated period.

Medical facilities can benefit from the idea and empower more practitioners to become involved and deliver high-quality services to their patients. The purpose of this presentation is to propose a new change that will transform organizational communication, enhance transparency, and improve the level of employee satisfaction.

These critical issues and gaps stood out after completing the “Work Environment Assessment”. The proposed changes and initiatives will guide the leaders at Clark’s Healthy Company to meet the demands of their followers and improve the quality of medical care.

Executive Summary

  • The selected organization has been having proper leadership and mentorship programs targeting medical professionals.
  • However, the completed exercise has exposed some barriers or challenges that have the potential to affect the quality of services available to different patients.
  • Some of the identified problems include poor coordination, reduced transparency, lack of communication, and increased cases of incivility in the workplace.
  • These predicaments have the potential to increase the level of burnout, discourage more practitioners from pursuing their goals, and affect overall organizational performance (Laukka et al., 2020).
  • A new change is needed to address these concerns and improve the working conditions for the greatest number of workers.
  • The involvement of all key stakeholders and partners is critical to support the delivery of timely and positive results.

Description of Work Environment Results: Proposed Change Description

The completed exercise exposed a work environment that was effective and capable of meeting the demands of both caregivers and patients. However, some challenges have emerged that can affect the overall performance of the organization and the quality of available medical services. The outstanding issues observed include reduced incivility and transparency. These concerns were capable of disempowering most of the medical professionals in the facility.

The proposed change revolves around the concept of effective leadership if positive results are to be recorded (Belias et al., 2019). The organizational manager will need to provide the relevant resources, support the establishment of a better culture, solve emerging challenges, and empower all followers. Departmental or unit leaders should also embrace similar changes to enhance communication, promote satisfaction, and maximize transparency.

Justification

  • The proposed change is guided by the nature of challenges recorded in the work environment.
  • When the organizational leaders rely on a powerful model to implement it and focus on the demands of all key stakeholders, the process will be successful and change the established organizational culture (Laukka et al., 2020).
  • The new environment will be characterized by a positive culture, effective communication, and improved levels of transparency and civility.
  • Consequently, the medical facility will benefit from the engagement of all workers, teamwork, and collaboration strategies that will support care delivery.
  • The organizational manager will be the one in charge of this change to ensure the level of resistance remains low (Clark, 2015).
  • Nurses, clinicians, physicians, and supervisors will also be involved to support the entire process.

Change Management

The proposed change will target the entire organization in accordance with Kurt Lewin’s theory. The idea will impact all key stakeholders, including the leaders in the facility, patients, clinicians, physicians, nurses, and members of the community. These individuals will benefit from the proposed new practices and ensure that high-quality medical services are available to more patients.

The change management team will include a team leader, supervisors, coordinators, reviewers, and followers (Clark, 2015). The organizational manager will assume the role of communicating the entire to the intended stakeholders. The facility’s website and social media ages will be instrumental in this area. A risk mitigation plan will be in place to address emerging challenges and provide a contingency approach when necessary. The manager will liaise with the finance and HR departments to provide additional insights for supporting the mitigation initiative.

Conclusion

Medical facilities should promote proper practices and cultures that resonate with the demands of all workers and patients. The completed survey revealed that the selected institution was facing numerous problems, such as incivility, ineffective communication, and reduced transparency. The proposed change is capable of tackling such issues and encouraging most of the leaders to consider new ways of transforming the situation.

The consideration of the described change management plan will support the entire process and eventually deliver positive results. A contingency plan is also needed to mitigate challenges that might arise from the introduced changes and eventually take the facility closer to its goals. Hospitals and clinics should analyze the major issues affecting performance continuously and propose new strategies to empower workers to continue providing high-quality and personalized medical services.

References

Belias, D., Velissariou, S., Papailias, S., Manta, F., & Rossidis, I. (2019). Change management – Obstacles and perspectives for the integration of changes in Greek public hospitals. Advances in Management & Applied Economics, 9(2), 37-50. Web.

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace [PDF document]. Web.

Laukka, E., Huhtakangas, M., Heponiemi, T., & Kanste, O. (2020). Identifying the roles of healthcare leaders in HIT implementation: A scoping review of the quantitative and qualitative evidence. International Journal of Environmental Research and Public Health, 17(8), 2865-2879. Web.

Platt, N., Tarafdar, M., & Williams, R. A. (2019). The complementary roles of Health Information Systems and Relational Coordination in alcohol care pathways: The case of a UK hospital [PDF document]. Web.

Weintraub, P., & McKee, M. (2019). Leadership for innovation in healthcare: An exploration. International Journal of Health Policy and Management, 8(3), 138-144. Web.

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