Organizational Change Plan Part Iii
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
“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
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.