...Implementing Organizational Change October 22, 2012 Implementing Organizational Change Health care organizations that choose to convert to an electronic medical record system (EMR) have several advantages; most important it increases patient safety, efficiency, cost-effectiveness and security. Accepting such a transition also presents with its share of challenges like preparing for the required significant time obligation and resources that will make the transition a successful one. Leadership and management must create an atmosphere that will get the buy-in of all stakeholders. Providing information about the process and what methods will be best to make the conversion to an EMR system is an important aspect of the implementation process. When the change process is initiated those involved in the success of the organization needs to examine the current processes and systems, including different roles that may be affected by the proposed change. With that in mind, effective communication during the implementation of this change will allow they may have regarding the new system. All of the above experiences taken into consideration, the organization can implement a successful organizational change with the support of those vested . Once the organization has accepted the proposed plan of change, leadership, and management will create methods that will monitor the implementation process. According to Leibel, Currie, Gelowitz, Aldridge and Kuncewicz (2012), “Transitioning...
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...Implementing Barcode Medication Administration in Hospitals Part Three Creating Change in Organizations/HCS587 April 1, 2013 Dr. Sonnia Oliva Change needs to be evaluated after implementation to determine its effectiveness. The organization and management need to continually monitor BCMA to make sure the organization is benefiting from it and to modify components if necessary. Outcome measurement strategies for BCMA are not conclusive but single studies show its positive impact on patient safety. Additionally, cost, quality, and staff satisfaction are important when determining the effectiveness of BCMA and they all support the use of BCMA as technology that increases patient safety. Effectiveness of Organizational Change Organizations evaluate the effectiveness of change after it is implemented to determine if the change is valuable or costly. Effectiveness of BCMA also needs to be determined to ascertain its ability to increase patient safety by decreasing medication errors. Empirical data on BCMA’s effectiveness is limited and data is also inconclusive. Although, data collection conducted by the Veteran Health Administration (VHA) was used to offer suggestions for improved effectiveness. From 1999 to 2003 data was collected by VHA on the barriers that was making BCMA less effective. Laboratory use, nursing informatics, and interviews were used to determine suggestions VHA would recommend to improve BCMA’s effectiveness. The data was given to the VHA’s...
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...OrganizationaL Development Considerable changes occurs when an organization make compensation for errors within its overall strategy for achievements or make any modification to its existing operations. The purpose of this paper is to study the broad principles of organizational development, explain the process of organizational development, identify the theories associated with organizational development and describe the conditions necessary for successful organizational change and development. “Organizational development is a set of behavioral science–based theories, values, strategies, and technologies aimed at planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members’ on-the-job behaviors’’ (Porras & Robertson, 1992). Process of Organizational Development Organizational development is a process by which organizations use the theories and technology of the behavioral sciences to facilitate changes that enhance their effectiveness (Jex & Britt, 2008). According to an article found in The Resource Behind Human Resources website, the OD Process is based on the action research model that begins with an identified problem or need for change. The process proceeds through assessment, planning of an intervention, implementing the intervention, gathering data to evaluate the intervention, and determining if satisfactory progress has been made...
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...Organizational Change in Today's Business “Developing Organization Change Champions” an article written by D.D. Warrick developed an insight on how organizational change should take place. Throughout the article Warrick explains how individuals can develop, train, and utilize change champions or professionals at conducting change and developing procedures that will allow them to persevere through these changes. Throughout article, the reasons that organizations should change is also a topic of discussion and is done so to validate comprehension of the change process, and the stages associated with it. He also discusses how they fail and optimize their potential at success during the changing process. In nearly every organization that exists globally, there are changes in which they faced consistently with the operation of business. These changes occur within their “missions, strategies, goals, cultures, processes, systems, practices, technologies, who owns them, and who they own, and in some cases even their core values” (Warrick, 2009). It is imperative for them to change, so that they may keep up with the concept of organizational change that faces them and allows them to be successful. These changes are present at all levels of the organization. Typically, changes reflect in more ways than one can imagine. “Organizational change is the process by which organizations move from their present state to some desired future state to increase their effectiveness” (Jones, 2010)...
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...Concord Bookstore: Implementing Organizational Change 1 Concord Bookstore Gail Bernal HCS/587 3/3/14 John Istvan Concord Bookstore: Implementing Organizational Change 2 Implementing Organizational Change Change in any business is inevitable and needs to be taken with open arms. There are times people are comfortable in their position and are not receptive to the change process. The change process also needs to be implemented with open communication and the ability to hear constructive criticism and act on it. All sides need to be able to voice their opinions and be open minded to take any opinions and incorporate the ideas into the master plan if necessary. The Tales of Woe at Concord Bookstore describes how the owners of a bookstore in a New England town decided to change their business format in an every changing technical age of times. The way the owners went about implementing the change process was not done fully. The following will discuss some areas that were not completed. The writer feels the main process that was handled incorrectly was the turnaround process. “Turnaround looks at a company’s assets and seeks to manage them in a new way in order to stabilize cash flow, shore up the balance sheet, and maximize shareholder wealth.” (Spector, 2010). As employees of a company the focus usually is not about the bookkeeping aspect like how much profit was incurred today. The one thing that an investor will look at is...
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...Organizational Change Wanda Martin Change in Organization April 19, 2010 Organizational Change Organizational change can be a difficult process. When change is implemented incorrectly, resistance can be encountered. Kurt Lewin’s theory provides three stages to change. “It is important that members of the affected work force understand the reasons for change and participate in the design of new approaches” (Borkowski & Maxwell, EdD, 2005, Resistance to Change, p. 385). he first stage in the model is Unfreezing. The moving stage consists of implementing new skills, reorganization, and dismal of resisters (Implementing Organizational Change, 2010). Participation is important in this stage.he new behaviors taught in this stage will create equilibrium in the next stage. The final stage in the change model is refreezing. Kurt Lewin’s theory of change would have decreased conflicts encountered in this change. One conflict the bookshop encountered was; the employees were not given a precise reason for the change. The employees were told that finances were a problem and also the management structure was not working for the company. Change in an organization is an ongoing process. When implemented correctly, change can be rewarding to the organization and employees. Unfreezing, moving, and refreezing will help decrease resistance to change. There will always be some type resistance met with change. Determining the reason for resistance is important. Overcoming...
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...Organizational Change Process at Concord Bookshop HCS/587 Organizational Change Process at Concord Bookshop The intense competition and economy are two major drivers of organizational changes. The development and implementation of any significant organizational changes requires strategic planning. Kurt Lewin’s change model offers a simple and an effective approach for implementing the organizational changes. The lack of a strategic planning to implement the organizational changes could be demoralizing for the staff and disastrous for the entire organization. The purpose of this paper is to demonstrate the impact of poor organizational change planning at Concord Bookshop in New England. Additionally, the paper will describe the Kurt Lewin’s three phases of organizational change. The failure to follow three phases of organizational change resulted in employees’ resistance to embrace the proposed changes. The Concord Bookshop was a highly regarded bookstore famous for its knowledgeable staff and friendly service. The online mega bookstores, such as Amazon, Barnes and Noble have created a stiff competition forcing the Concord Bookshop owners to implement significant organizational changes. The owners failed to include the staff members in the change process creating an environment of resistance that forced many long-time employees to leave the organization. Kurt Lewin’s Phases of Change Model Unfreeze Phase During this phase, the top management effectively communicates with...
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...the growth of the company. This would make Interclean to attain their sales goal by increasing the profit of the company by 40% in the following year. Situation Analysis Issue and Opportunity Identification The CEO of the Interclean has come out with the new service model to meet the customer needs and the currently changing environment. This service model will provide an opportunity for the employees and the company to gain valuable skills over the next several years. Interclean merged with Environ Tech, which could have a restructuring in the existing departments. Since there will be an organizational change in the company, the HRM department should communicate with the employees. They should be explained about the need for the change, which will motivate the employees to get committed for the change and support the change process. The CEO has made the decision in implementing the new model and merging successfully with the Environtech within 90-180 days. By contacting the Human Resources Management (HRM), they would provide a strategic plan which would help the Interclean to successfully merge with the Environtech and implement the new...
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...Transformational Change Characteristics of Tranformational Change - Radical changes in how members behave at work. • Change is triggered by environmental and internal disruptions (Industry discontinuities , Product life cycle shifts, and Internal company dynamics) • Change is aimed at competitive advantage (Uniqueness, Value, Difficult to imitate) • Change is sytemic and revolutionary - Reshaping organization's design elements • Change demands a new organizing paradigm (gamma change) • Change is driven by senior executives and line management (envisioning, energizing, and enabling) • Change involves significant learning - Must learn how to enact the new behaviors Intergrated Strategic Change - Extends traditional OD process into content oriented discipline of strategic management • Key Features: - Strategic Orientation - Stratic change capability - Individual and organizations are integrated into the process • Applications Stages (Strategic analysis, strategic choice, and design and implement the strategic change plan) Organization Design - Configures the organizations structure, work design, HR practice, and management to guide members' behavior • Conceptual Framework ( Strategy, Structure, Work Design, HR Practices, and Management / Information Systems) • Application Stages (Clarify design focus, designing the organization, and implementing the design Culture Change • Concept of Organization Culture (artifacts, norms, values, basic assumptions)...
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...The Phases in the Organizational Change Process HCS/587 October 14, 2013 The Phases in the Organizational Change Process Spector (2010) stated “organizational change is typically initiated in response to a trigger event or a shift in the environment that precipitates a need for altered strategies and new patterns of employee behavior” (p.18). According to Spector (2010), to understand and analyze the dynamics of change it is important to sort out and distinguish the different approaches that can be taken. In chapter one Spector gives the reader insight into the Concord Bookshop, a bookstore that is in the process of implementing new changes. Spector (2010), states that “for the Concord Bookshop, the increasing penetration of online booksellers into the store’s market space triggered the requirement for strategic renewal” (p.18). Kurt Lewin developed a change model to assist organizations such as the Concord Bookshop with changes. There are three steps in Lewin’s...
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... MBA Program Course Outline Course Name: Managing Organizational Change Course Number: 44252 Instructor: Dr. Mahdieh Mahdavinia E-mail: mmahdavinia@alumni.utoronto.ca Semester: Fall term, 1389-1390 Class Time: Wednesdays: 8:30 am – 12:30 pm Room: 4 Meeting Hours: Before the class by appointment COURSE OBJECTIVES This course makes an enquiry into the field of organization change. Identifying the need for change, framing the problems/issues, influencing the choice of what to do, and implementing the changes with minimal negative reaction are key managerial skills, especially in these increasingly turbulent times. The course will provide: - An overview of change management processes and types of changes - A knowledge of the drivers of change - Models of improving and rebuilding organizations - A variety of factors which affect successful change management - Some live stories of organizational change efforts - An opportunity for the students to frame their own orientation to change management COURSE REQUIREMENTS The course grade will be based on: Group Assignment (30%) Individual Assignments (20%) Final Exam: Case + Test (40%) Participation (10%) Group Assignment A. Analyze and present the case study of organizational change that is assigned to your group. This assignment is intended to provide an opportunity to analyze an actual change process through a systematic and concrete application of...
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...Organizational Change Plan – Part II Shana S. White Creating Change within Organizations/HCS/587 December 10, 2012 Charles Silveri Organizational Change Plan – Part II According to Managementstudyguide.com (2008-2012), implementing change is “the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance.” (para. 1). Within an organization, change is implemented in phases. These phases includes the “disbursement of abundant resources to strategy-essential activities, creating strategy-encouraging policies, employing best policies and programs for constant improvement, linking reward structure to accomplishment of results, and making use of strategic leadership” (Managementstudyguide.com, 2008-2012). This means that the process of implementing change within an organization does take a management team who is willing to follow the correct protocol to ensure implementation was successful. There are checkpoints which are designed for checking to make sure the process of change was implemented correctly. So, making sure that mild stones are meet within the implementation process does evaluate the process and ensure that the organization is on the right track so the change can be sustained over an extensive period of time (Cliff Notes, 2012). Methods Used to Monitor Implementation of the Proposed Change ...
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...regular basis (McGlothin, at.al 2002). There are multiple things prompt the quest for such policy changes such as federal regulations and when an organization like the one under this case study changes its operations or embark on business environments. As documented in this assignment, one of the fundamental roles of HR manager is to be the dispenser of policies, procedures, and rules at times and a trusted counselor and guide at other occasions. On the contrary; implementing policy changes in an organization can be met with more than a few challenges. Based on this; this essay will clearly document necessary changes that are required fully and effectively to review policies, the procedures, as well as HR rules within the jewelry company (McCook, 2000). Firstly; HR managers are advised to proceed cautiously when confronted with challenges of implementing policy changes because such changes can have a fundamental impact on an organization (McCook, 2000). Implementing a policy requires more than a few procedures within the jewelry company (McCook, 2000). In the quest to effectively implement changes in this business, the first step that I will take in my policy, procedure, and HR rules review with the jewelry company will be transparency. HR experts argue that, in order to review any HR policy that first step that is required is transparency within the management team. Changes in an organization have a substantial impact to every stakeholder including employees and, therefore;...
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...Organizational Behavior Shane Kloppenborg CJA/444 October 27, 2014 Rochelle Diaz Organizational Behavior One of the biggest hurdles in any organization is affecting change. Changes to policy, procedure, or regulation all come with some predetermined view of disgust, or apprehension. The drivers behind these changes can be social, political, or profit based, but in all instances, with all sizes of organizations, effective change management techniques can help offset the drop in efficiency, or morale. Within criminal justice systems, many factors play a part in policy, procedure, and regulation. Social interaction between members of the system and the community, and within the systems themselves, political pressure, and the overall behavior within an organizations membership can mean the success or failure of the organization. Police agencies for instance, do not have the luxury of failing, and therein would remain active, yet ineffective, hostile, with low results and a negative impact on the community. Organizational systems provide for the established routes of command, control, and production. From the chief administrator, to the patrol officer, these systems allow for an efficient, and effective line of communication and instruction from the top to the bottom of the ranks, and a line of communication to report successes, failures, and suggestions for change from the bottom back to the top ranks. Organizational behavior is relevant in that the manner in which this...
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...Bookshop Creating Change Within Organizations HCS 587 March 30, 2013 Professor David Harrell Concord Bookshop The Concord Bookshop was a 64 year old small establishment that had been well established in New England. The establishment had been having financial difficulties due to larger competitors and Internet purchases. The board decided to hire a new general manager to change the direction of the company to avoid ruin. There are three stages of an organizational change process. When changes in an organization do not complete these stages or leave one of them out it can result in angry employees who are resistant to change. Ultimately this leads to financial ruin of the organization. This paper will describe processes of change that were not completed at the Concord Bookshop which lead to change failure. Phases in Organizational Change Process There are three stages of the organizational change process for implementation to be effective. Kurt Lewin’s Model for Change describes the three vital phases as unfreezing, moving, and refreezing. The first stage, unfreezing, occurs when employees or an organization learns that change is required, which creates dissatisfaction with the way things have always worked. “We must accept disconfirming information and connect it to something we care about” (Spector, 2010, p. 29). This stage creates increased anxiety for the stakeholders of an organization. Open communication is imperative for discussions of change to decrease employee...
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