Modern leaders must navigate a world of constant change as they plan for and understand the nature of these changes. By considering possible changes and developing contingency plans, managers are able to chart and comprehend the shifts that occur. Change Management serves as an effective tool for leaders and managers in addressing these challenges.
The process of managing and leading the energies of organization members, as well as utilizing organizational possessions to achieve objectives, is called organizational management. In the work settings of managers and leaders, change is a common direction of effects and is considered the most important management ability in implementing change. Health care organizations also have objectives, with their purpose being to exist and continue providing high-quality service to residents.
Effective leadership is essential for organizations as it inspires individuals or teams to achieve specific objectives. Successful leadership leads to success, while poor leadership results in failure. In the management role, leaders guide the organization by making decisions on strategies and methods to achieve organizational goals. They also embody the values and principles of the organization.
The term “leader” derives from words that signify “path” or “road,” underscoring the importance of guiding others on a journey. Both the term itself and the role it entails involve advancing, categorizing the path ahead, or directing others toward agreed-upon objectives. Accomplishing desired results in an organization primarily depends on its staff members’ self-concept and standards, encompassing their principles, attitudes, morale, performance, and specific goals they strive for. These factors are impacted by several crucial elements like management, motivation, and other subordinate aspects.
In my current work location, Rosewood is a health care organization that provides care for the elderly. It has a staff of thirty-eight employees and more than seventy-two inhabitants. In this organization, it has been identified that changes need to be made in the training and motivation of the staff, as there is a visible failure in the allocated tasks for all employees, regardless of their experience level. After conducting an extensive investigation and gathering specific findings, I have chosen a change theory that is supported by clear endorsements. The aim of this essay is to shed light on the reasons and circumstances as to why strategic change initiatives based on new community management are flawed. It is now widely accepted in organizational thinking that health care organizations must constantly adapt and change in order to achieve sustainable success.
The policy fluctuations and improvements affecting health care have contributed to a situation where organizational change is a persistent aspect of life in health care sectors. While leadership is most commonly observed during times of intense activity, it can emerge in any situation when an individual assumes responsibility and makes decisions. It can be argued that individuals can demonstrate leadership qualities in various circumstances. These qualities typically manifest through decision-making and effectively communicating actions to followers.
Assuming a leadership role in this situation, I chose to adopt an affiliative leadership style and implement associated strategies. The affiliative style focuses on fostering unity among people, particularly caregivers and other employees, to ensure their happiness. The goals are to cultivate strong loyalty, enhance communication, and promote the exchange of ideas and initiatives. This approach encourages innovation, risk-taking, and personal autonomy within the framework of the organization’s rules and regulations.
This style offers powerful positive feedback and is highly motivating. It is especially effective in the area of employee encouragement, promoting team building and fostering emotional connections among team members through showing interest in their personal lives and regularly praising individuals. However, an excessive focus on this style may result in a tolerance for poor performance and a lack of clear direction for others. To address these drawbacks, it should only be combined with an authoritative approach when necessary.
The intricacies of health care organizations and their operations are diverse, with a high degree of concentration due to the inherent complexity of the human body, mind, and society. The complexity and fragmentation of the health care system make achieving harmony extremely challenging, resulting in a decline in the quality of services provided to individuals and residents. Despite this, it appears that the difficulties in achieving harmony have somewhat decreased over time.
These are the possible explanations for the decline in work quality and performance of support workers. Reengineering is necessary in staff interviews, job allocation, and motivation to address these issues. Changes should be planned to anticipate some disagreement. The implementation of new objectives and variations will promote motivation, productivity, and standardization. The reengineering process involves evaluating various factors internally and externally, envisioning, scheduling, testing, and starting from scratch.
The organization and restoration team can support this alteration process by demonstrating their commitment to the innovative procedure and acknowledging that it is highly valued by the organization. It is crucial for the organization and employees to familiarize themselves with the extent of the change and not resist the new process. Any resistance to the changes can be reduced through consistent communication, staff involvement, and thorough instruction on how to manage the change. All leaders must take action, perform, and deliver results.
Although there may be various approaches to achieving this, it can be asserted that action holds more significance than words. In the case of implementing change in Rosewood, the most challenging aspect is convincing all employees to acknowledge the reasons behind the difficulties. One strategy to accomplish this could be highlighting the mistakes that have been made, delivering an inspirational speech, and attempting to coax individuals into making improvements. In the present day, the most successful managers depend on their expertise, influence, and networking abilities rather than using coercive, authoritative, reward-based or informational power.
Leaders are now using personal power instead of positional power due to flatter management structures and more open practices. They see management as a partnership for achieving agreed objectives, resulting in more extensive information sharing. The process of achieving behavioral and attitudinal change involves three steps: unfreezing the situation, making changes, and then refreezing it into a new form. Lewin developed this model in 1959, which is commonly known as Lewin’s three-step model.
To persuade individuals about the need for changes, effective communication and consultation are essential. This applies to everyone involved, including the leader, who must acknowledge both the necessity for change and the shortcomings of the existing system. Throughout the transitional phase, it is customary to assess the current state of affairs and comprehend why a new one must be established. At this juncture, a change agent may participate in the process, such as an organizational development specialist, who methodically examines the organization and detects work-related issues.
The role of this person is to gather and analyze information through personal interviews, surveys, and by detecting meetings. The change agent may be an outsider who comes in as a consultant, but I don’t feel the importance of such an outsider, the organizational unit within Rosewood can perform this task. Training is the most frequently used technique to bring about change. Here the whole organization should be involved because this was an attempt to change behavior and not simply skills. Team building can enhance the cohesiveness of both the health care units and the whole organization.
The communication within an organization can be enhanced in multiple areas, particularly between healthcare management and employees, as well as in relation to strategic plans and their execution. By comprehending the causes behind alterations in work practices and values, workers can better accept these changes. Engaging in discussions about the changes and their implementation can assist both managers and employees in comprehending and taking responsibility for the changes, especially when they directly impact values and practices.
The use of survey actions can encourage consultation and feedback. Distributing a questionnaire to healthcare workers can address topics such as working practice, values, and organizational culture. Once the survey is finished, an organizational development consultant can meet with groups of employees to share the results of their responses and the identified problems, and to discuss next steps. Additionally, the survey feedback action technique can be used as an ongoing process for managers to assess their superiors through upward feedback.
The leader fills out a questionnaire and the Organisational development specialist discusses the overall results with top management in a meeting. Additionally, the organisational development specialist conducts a meeting with top management and the leader to gather their perspectives on their boss. This process may surprise top management as they learn how they are perceived by their direct reports. Furthermore, this reverse appraisal process can be implemented at all levels of the organization, beginning with top management and extending to self-managed teams.
In modern, high-quality workplaces, leaders must constantly assess the situation rather than waiting for major changes. This is especially crucial during sensitive times like rapid growth. Leaders, care workers, and employers are committed to maintaining occupants’ independence and improving their quality of life by delivering exceptional care.
The leader is happy to improve the workers’ awareness and make sure they have what they need to meet the organization’s expectations. It is also important to increase employee confidence and morale to help them produce high-quality work. Morale, which depends on how employees see their work, managers, peers, and leaders, plays a big role in this. To be successful, the Visionary Motivator must adapt in each organizational culture.
In a health organization, the motivator will need to downplay their overly passionate nature and instead present themselves as a tenacious implementer with more outwardly expressed drive, dedication, and conscientiousness. In mechanist settings, there are two important things for the visionary motivator or leader to consider. Firstly, they must ensure that the vision is closely connected to the strategies, objectives, and project plans of the organization. Secondly, there is no room for a disconnected and unrealistic vision that does not align with the everyday operations of the healthcare organization.
Additionally, their motivational methods need to be sophisticated and in sync with the mechanist culture. Employing overly positive approaches is not likely to be effective in this context. Instead, motivation strategies that are integrated into the organization’s system and structure will be well-received. Typical techniques within this culture include reward systems, performance coaching, and performance management. Visionary motivators possess the ability to view problems as opportunities, reframe events positively, and focus on the bright side of life.
When an organization needs to be able to react effectively and proactively to changes, having an adaptive culture becomes a valuable asset. In the context of SWOT analysis, a visionary motivator can identify ways to leverage organizational strengths and environmental opportunities, while also finding ways to mitigate organizational weaknesses and environmental threats. This type of leader can reframe situations positively, regardless of what lies ahead, and they can also help individuals comprehend the impact of change.
This analysis is most effective when members freely express their opinions and take into account every thought that comes to mind. It is important to not dismiss any seemingly odd ideas. The process of recruitment should include conducting a thorough examination to fill the vacancy, considering potential sources for suitable candidates, creating compelling job advertisements and selecting appropriate media to disseminate them, evaluating suitable salary levels for new employees, and arranging interviews and other selection aspects, which marks the second stage of the recruitment process.
Selection involves evaluating candidates through different methods and choosing the successful candidate. External recruitment can be costly due to expenses like advertising, agency fees, distributing application forms, creating shortlists, obtaining references, conducting interviews, and other related costs. The transitional phase occurs when individuals start experimenting with new performance and acquiring new skills in the workforce. This process is overseen by structural growth experts and others who have a specific plan for training and developing managers and employees.
Training programmes will focus on promoting new values and approaches, such as customer first initiatives, quality improvements, and investments in people. The emphasis will be on team building, consultation on healthcare practices, and the introduction of symbolic leadership activities. It is expected that there may be strong resistance to change at the initial stage, but this will likely be followed by eventual acceptance. Interestingly, those who initially rejected the change may eventually become its most enthusiastic advocates.
During the refreezing stage, individuals within the organization adopt new attitudes, values, and behaviors. They are then rewarded by the organization for these changes. The organizational development specialist will facilitate assistance for everyone to adapt to these new values and approaches. More individuals will seek help in adjusting to these changes. The impact of the new behaviors will be assessed and strengthened through training programs, team meetings, and the existing reward system.
The organisational development process proposes techniques that leaders should consistently apply in organisations to make change the norm rather than a rare occurrence. The terms “unfreezing” and “refreezing” imply a conclusion to the process before it restarts. However, when it comes to altering attitudes and behavior, it can be argued that this is often the case. While strategic change can be gradual, one step at a time, it is not always the case.
According to the theory, managers are able to perceive the changes needed in their organizations’ working environment and gradually adapt to these changes by making adjustments to their strategic plan and its execution. When it comes to various aspects of an organization, there are no simple solutions or definitive answers. The range of theoretical and inflexible works can be seen as a set of resources that encompass valuable information applicable in different periods and settings, depending on the nature and context of the changes.
Structural change management encompasses both the strategies and tactics that managers employ to implement changes at a physical level. Many organizations desire change to be efficient and impactful, with minimal resistance. In order for this to occur, change must be approached in an organized manner, allowing for a seamless transition from one behavior type to another throughout the entire organization (Rigolosi, 2005).
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