Organizational Change Plan Part Iii

Topics: Management, Better, Organization Pages: 6 (1849 words) Published: June 16, 2012
Organizational Change Plan Part III
“Fall Prevention at a Rehabilitation Hospital”
Lisa Schorling
HCS/587
May 7, 2012
Pamela Young Hobbs

Introduction
Organizational change can be an intimidating process for everyone that is involved. Resistance may be met, which is why strong leadership is crucial for implementation of an organizational change to succeed. The purpose of this paper is to discuss the effectiveness of an organizational change once implementation has occurred. It will also discuss outcome measurement strategies related to the organizational change process to include the tools necessary for these measurements. During this paper analysis of costs, quality of care and patient satisfaction measurements will also be discussed in detail. Outcome measurement

Most facilities have a Quality Management team. At Healthsouth rehabilitation hospital there is a Quality management director whose job consists of monitoring performance by collecting data and preparing statistical reports, establishing standards of service for customers, identifying relevant quality-related training needs and delivering training to staff, defining quality procedures in conjunction with operating staff, promoting quality achievement and performance improvement throughout the organization, formulate and manage the development and implementation of goals, objectives, policies, procedures and systems pertaining to the QA/QC, and passion and alignment with our mission, vision, values & operating principles among many other duties. With the above stated it has been said that the relevance and importance of a quality management team or director can help to keep an organization on the right track (Narasimhan & Kannan, 2011). The organizational change plan that is presented for Healthsouth is fall prevention. By preventing falls, quality of care will improve therefore decreasing costs and overall well -being of patients and staff. If we start with improving quality, everything else should follow suit, like a chain reaction, or domino effect. According to Narasimhan & Kannan when quality is improved everything else improves as well and that is what helps an organization to stay in business (2011). When quality improves, costs decrease because of less re-work, fewer mistakes, better use of time and materials, and therefore productivity improves which in turn leads to happier patients and staff (Narasimhan & Kannan, 2011). The concept of sustainability will be an important part of the organizational change plan as well. Sustainability can be described as “the ability of an organization to adapt to change in the business environment to capture contemporary best practice methods and to achieve competitive performance” (Narasimhan & Kannan, p. 448 vol 24, 2011). This concept is important for our change to work because longevity is crucial, patients are getting hurt and the problem needs to be corrected long term. Sustainability is continuously evolving due to new staff, new policies, new procedures, therefore there will be continued training and monitoring of the plan to ensure that efforts to not cease. Communication among staff and leaders or management is vital for this plan to work. If there are glitches in any part of the plan, management needs to be made aware immediately. According to Spector, at every stage of the organizational change, leaders intervene to oversee and to orchestrate the interventions (Spector, 2010). For changes to work effectively it takes the efforts of everyone involved within the organization, not just the higher management, but the entire team. Feedback from staff related to the productivity or procedures that are put into practice related to the proposed changes are required for management to determine if staff are adhering to the new policies and if adjustments need to be made. Feedback is one way of monitoring effectiveness of the changes...

References: Guo, K & Sanchez, Y. (2005) Workplace communication. Sudbury, MA: Jones and Bartlett
Kalyani, M. & Sahoo, P. (2011). Human resource strategy: A tool of managing change for organizational excellence. Internal journal of Business and Management 6(8). Retrieved May 4, 2012 from http//www.ebscohost.com
Lambrechts, F., Martens, H., & Grieten, S. (2008). Building high quality relationships during organizational change: transcending differences in a generative learning process. The International Journal of Diversity in Organizations, Communities, and Nations 8(3) 2008. Retrieved May 4, 2012 from http//www.ebscohost.com
Narasmhan, S. & Kannan, V. (2011). Total quality management as the foundation of sustainability-turning a new leaf. European Journal of Social Sciences 24(3) 2011. Retrieved May 4, 2012 from http//www.ebscohost.com
Spector, B. (2010). Implementing Organizational Change: Theory into practice (2nd ed). Pearson Prentice Hall.
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