Hcs 475 Implementing Change Research Paper

Implementing change
Deyna A. Hurtado
HCS/475
September 23, 2014
Jacqueline Tobar
Implementing change
Organizations are reliant on changes throughout its course to improve. Implementing change can be a difficult task if everyone is not complaint with the changes. Finding the most effective plan to implement changes may be stressful for both the management and the employees (Gilliam, 2010). A manager must use his or her experience and skills to communicate within a team to successfully implement changes. Change within a hospital may mean the restructure of policies and procedures if the change is forced on the staff they may retaliate. This paper with be discussing the manager’s role and responsibility in implementing change. It will
go over the ways a manager handles staff resistance and the steps of change.
Managers work towards constructive improvement within an organization. “A manager is an individual employed by an organization who is responsible and accountable for efficiently accomplishing the goals of the organization” (Sullivan & Decker, 2005, pg. 45). As a manager one is faced with challenged of continuous improvement based of regulation and policy changes while keeping the staff content. Allowing an open communication allows the staff to feel as though they are heard and as a team can improve the business. It is also important for a manager to clarify the significance of the change. Once the staff is heard, and ideas may seem to be used the manager can evaluate the effectiveness and provide feedback. Communication and feedback go hand in hand to reduce the chances of retaliation within the teams.
Another responsibility involves assigning and coordination tasks.
Providing a course of action allows the team to stay focused. “Team expectations are the sum of the individual performance factors and can be advanced only by individual accountability” (Porter-O 'Grady & Mallock, 2007, pg. 222). Once the team knows the expectations they can take their course to accomplish what is required. Taking into account the weaknesses and strengths of each member can allow the manager to assign tasks appropriately to members (Enescu, & Popescu, 2012). If a task is given to someone who struggles with the form of work, it can affect the time frame that may be given to achieving the goal. A manager looks at motivation to help improve those who are struggling and addresses learning needs (Porter-O’Grady & Mallock, 2007). Education can help implementation when there is a complication in task, or a procedure is not concise. Change implementation is done correctly can help improve both the staff and the
organization. Implementing change can cause friction within the organization. Managers must know how to handle difficult situations when implementing change. Environmental factors can cause the process of change can be a slow, frustrating, and complex (Boyd, 2008). It is important for the managers to take into consideration the impact the change may cause staff. If the implementation is not discussed with the staff prior to changes, there may be retaliation against procedures. People tend to be a force of habit. Once the habit has been changed it can cause stress and irritation. Open communication at the beginning stages can reduce complications. A manager can pull the staff aside and hear their thoughts towards the change. Clarity may not be present that is causing the staff members to become confused or irritated. Once open communication has started the manager can show the implement visions and plans to develop followers towards the implementation (Robertson & Leaman, 2007). A manager must find another means to show the staff the importance and the effectiveness that the change will bring to the organization. Asking for ideas on how the process can be improved allows the staff to discuss their ideas. If a team is emotionally and intellectually involved in the process of improvement, the team is more likely to want to see the implementation succeed (Enescu & Popescu, 2012). Retaliation is expected with change. Not everyone will be happy with the change, and it will take time for everyone to see the vision behind changes. As long as the manager knows the proper methods to deal with those unhappy then the implementation can run effectively.
There are four steps to change. The first step is an assessment. Assessment is the process of gathering data and analyzing it to see the problems and the improvements needed within the organization or department. Viewing the weaknesses within the system can determine the priorities needed to develop a strategy of improvement. The assessment also allows seeing what tasks are of more importance, which ones must be taken care of immediately that are affecting consumers, staff, or costs. “The specific health care needs of each community should be the guiding force in determining the demand for services” (Porter-O 'grady & Mallock pg. 443). If there is a weakness within a procedure that is costing the organization and affecting the consumers, it is important to find a solution. The second step is to begin planning. Once the problems have been addressed, and a solution has been discussed it is important to address the issue with the team. There must be a strong commitment to engaging the investing staff in decisions and have a clear understanding of the principles (Porter-O 'grady & Mallock). Affirmative action and goals should be discussed as a team giving accountability to each member and step. The resources must be available to begin the process of implementation. If a plan is put in place but the resources are not available it could push the change back and may increase costs rather than decrease them.
Implementation brings the plan to life.
The staff is reintroduced to the idea discussed and are shown the differences between the past procedures and the improvements (Porter-O 'grady & Mallock). Accountability begins to be shown with each successful step in the plan. Implementation will then allow the implementation team to make adjustments to any tasks that are not as effective. The staff can begin to use the resources needed to improve performance and any increase occupational skill. The last step is an evaluation. Implementation may take years to complete. The evaluation allows the team to see if the implementation was successful in fixing the issue. The data and surveys taken can be used to reevaluate the steps, educate, and continue to improve to keep the goals needed to reach (Porter-O 'grady & Mallock). Once the evaluation is complete, the process starts again to continue improvement. In conclusion, A manager’s role is to aid the organization towards accomplishing goals. The manager must inform the employees of changes, support the team, and manage effectively. It is important to take the proper steps when dealing with retaliators. The continuous four steps to change are assessment, planning, Implementation, and evaluation. In order to succeed, all parties must be motivated towards reaching the
goal.

References
Boyd, N. M. (2008). Lessons for managers and O.D. professionals when implementing large-scale change. Organization Development Journal, 26(2), 11-24. Retrieved from http://search.proquest.com/docview/198044415?accountid=458
Enescu, C., & Popescu, D. M. (2012). Executive coaching - instrument for implementing organizational change. Revista De Management Comparat International, 13(3), 378-386. Retrieved from http://search.proquest.com/docview/1355900027?accountid=458
Gillam, T. (2010). Reflections on the role of clinical manager in implementing change. Mental Health Practice, 14(1), 30-33. Retrieved from http://search.proquest.com/docview/753885337?accountid=458
Porter-O’Grady, T., & Mallock, K. (2007). Managing for success in health care. St. Louis, MO: Mosby Elsevier
Robertson, A., & Leaman, B. (2007). Leading and implementing change. Practice Nurse, 33(2), 34-37. Retrieved from http://search.proquest.com/docview/230459438?accountid=458
Sullivan, E. J., & Decker, P. J. (2005). Effective leadership and management in nursing. Upper Saddle River, NJ: Pearson Education.