Change management.
Building on the analysis of a problem in your organisation (used in assignment 1), analyse
what changes are needed. What processes will you use to implement changes?
The issue I discussed in assignment 1 involved the implementation of a project that,
although the clear aim was never articulated, could be assumed to be an attempt to
streamline the operational processes.1
Solutions to this problem were multifaceted,
*ƒ²*ƒ”€š*ƒ‚¦*ƒ²*ƒ”€š*ƒ‚¦*ƒ²*ƒ”€š*ƒ‚¦*ƒ²*ƒ”€š*ƒ‚¦clear goals, communication
However creating a structure and framework with which practically to implement change
is more difficult because of the differing agendas of the protagonists. The approach of all
concerned nonetheless should be to continue to develop and maintain quality health care
services which meet the identified needs of the community.
With the underlying aspect of change management trying to manage a change and to still
maintain a strategic vision, it is important to clarify the strategic vision for everyone. The
core function of a hospital is to service the health needs of the people in the surrounding
area and also to provide teaching and research. Therefore the strategic vision should be one
that encompasses the hospital as a leading health service where the highest standards of
care are supported by education, research and teamwork. Instead of service delivery being
adapted around problems as they arise, it needs to be strategically developed in line with
service demands and efficient design principles. Changes are constantly occurring in the
health care system because of politics, infrastructure development, systems
implementation, changing models of care and changing processes and technology.
It is crucial to align the needs and resources of communities to ensure that health care
requirements are met. Health care providers and managers need to manage services in an
open manner and be accountable for
One of the main issues, and one that should be foremost, that was badly handled in this
case was a clear definition of the problem. It possible was clear to the health administrators
but for successful implementation of change all parties involved need to be aware of the
aim. This was aggravated(?) by the lack of communication between the
When changing models of care there are a few principles that must be maintained for
efficient and smooth transition
These arte
– constant an consistent collaboration, communication and collaboration and consultation
– facilitation of joint decision making between the health care providers andthe consumers
– based on the most appropriate evident
– use of a quality framework to facilitate continuous clinical improvement
– planned evaluation
In this scenario managing organisational change fell at the first hurdle. The problem was
