Organizational Change Phase III

Organizational change involves changing old beliefs and habits in order to accommodate new experiences. The evolution of society, as well as the changing demands, creates a need for new services. As a result,

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

Hospitals and insurance providers alike as well as the Centers for Medicare and Medicaid Services (CMS) are aiming to measure the value of health care (Morris, Jahangir, & Sethi, 2013). Improving patient satisfaction not only enhances the care a patient receives overall but it can have a major impact on a hospital’s reputation and financial results as well (Hall, 2008).

One possible outcome measurement strategy that will be utilized will be patient satisfaction surveys. These surveys are sent out after patients have been discharged from the rehabilitation hospital. The surveys consist of questions that cover the quality of care received by nursing, physical therapy, occupational therapy, dietary services, speech therapy, physician care, etc. The survey also covers the hospital itself, to include cleanliness, noise level and so on. These surveys will allow the quality management director to collect data on areas that need improvement and areas that are doing well. The areas that need improvement will show where training can be developed or new policies developed to assist with implementing new changes or making adjustments to the current changes.

There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.

Businesses have to adapt to the ever-changing economy. It is not much of a choice for business leaders to change elements of their organization to stay in competition with their peers. The hardest part, most of the time, is changing the people in the organization to develop the necessary outcome or goal. As a business leader getting rid of people or changing their job specifics is one of the many responsibilities they have to be comfortable performing. Organizations have to take into consideration their competitors, customers, shareholders, employees, and the community to make decisions. Change is an aspect that many people are afraid of. In the new millennium, organizational leaders have to embrace

Organic structures are flexible and decentralized and communication lines are more fluid and flexible (David et al., 2013). Employee job descriptions are broader and employees are asked to perform duties based on the specific needs of the organization. Organic structures tend to be related to higher levels of job satisfaction on the part of employees. These structures are conducive to entrepreneurial behavior, continuous improvement and innovativeness.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

After reviewing and researching the literature with respect to organizational changes, I have come to the conclusion that organizations have always changed. When everything in the world is changing, organization cannot remain islands. They must change to face new challenges. Bolman and Deal (2008) claim organizations have changed about as much as in past few decades as in the preceding century. Bolman and Deal (2008) claim means that the change organizations have experienced in the last decade are almost similar to those they experience in at the end of the twentieth century.

After the Patient Protection and Affordable Care Act of 2010 was passed, it required the Centers for Medicare and Medicaid Services to include patient satisfaction in an algorithm for hospital reimbursement (“HCAHPS: Patients ' Perspectives of Care Survey”, Rau). When this change began to go into effect in 2012 hospitals across the nation began to put extensive effort into programs and training that would increase patient satisfaction. In all these efforts, there has been one area that has not received the necessary attention. Studies show that the management in the healthcare field significantly affects patient satisfaction and there must be an increased amount of attention given to this area.

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

Organizational change initiatives trigger anxiety and even fear and panic across an organization’s hierarchy, especially in such a volatile business environment (e.g. 2008’s global economic crisis, the stock market’s fluctuations).

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

McDonald’s Corporation has been going through a series of underperformances over the past three years, mostly marred by unwarranted restaurant outlays and menu changes. This has resulted in a slump in its market share as customers walk away from the fast food giant, often mentioning dissatisfaction in their experiences at their outlets. The company’s management credits this to poor service delivery and the institution of menus that are irrelevant to their target market’s needs. With this observation, the company has taken it upon itself to institute a number of changes to the organization structure it has in the US. This will be done by altering its

Many people today find themselves living their lives within the confines of their comfortable daily routines. Life does not always work out the way a person plans it and instead of finding new ways to expand their experiences, they fall into a boring ritual of tasks to be completed every day. Those individuals see no reason to change their pattern if it works. How many times do we hear someone say, “Why change it if it ain’t broke?” Unlike in a personal home setting, a company that refuses to change in today’s competitive business market is on a course to fail. Businesses must continue to grow and adapt to both internal and external environmental changes to stay equal with or even surpass its competitors. Organizational change is a