Modern leaders are faced with a situation in which change is the only constant on which they can rely. The difficulty is to decide what these will be, and it can be argued that it is only by planning that the nature of the changes taking place can be fully charted and understood. In fact managers take into account possible changes in deciding a course of action, in the form of contingency plans. Change Management is the effective tool to helps the leaders and managers in these issues.
It is the process of preparing, positioning, leading and governing the energies of organisation members and of expending all organisational possessions to attain stated organisational objectives. In the settings in which the managers and leaders work, change is the usual direction of effects and the most significant management ability in the organization of change. Health care organisations will have objectives. They have a purpose of being in existence and continuing their work for ensuring high quality service to the residents.
For that an effective leadership is very imperative Leadership is the process of inspiring other persons to perform in specific ways in order to attain precise objectives. Good leadership can result in victory, poor leadership can result in let-down, and this can be delivered by one person or by a team of people. An important part of the management part is to provide leadership of one type or another, because leadership is about providing course for an organization, creating decision on the approaches and procedures to attain organisational aims and serving to launch the style and philosophy of an organisation.
The word leader derives from words meaning a path or road and suggests the importance of guidance on a journey. Both the word itself and the role of leader are looking advancing, classifying the way ahead or steering others towards agreed objectives. The main features in attaining outcomes in an establishment is to be contingent on the self-concept and standards of the staffs, their principles, insolences, spirits, performance, and the specific results of the variations they look for. These depend on many chief influences such as management,motivation and more considerable subordinate rudiments.
Rosewood in a health care organisation, providing caring for elderly, where there are thirty eight employees and more than seventy two inhabitants. This is located in the western parts of England where I work at present. Here in this health care organization it has been found that the changes should be made through in the staffs’ training and motivation, or classes given to the employees as there is a visible failure in the jobs allocated to each and every staffs, whether new or experienced. I have done a serious exploration on the full realities and particular findings, and have selected a change theory with clear endorsements. The resolution of this essay is to put some sunlit on the causes and circumstances why strategic change ingenuities based on new community management is mistaken. The essentiality for health care organisations to continually acclimatise and change in order to realize viable success has now developed as part of conventional organizational thinking.
The policy fluctuations and improvements disturbing health care have subsidized to a state where organisational change is a long-term feature of lifetime in health care subdivisions Although leadership is most obviously seen at times of high drama, it can ascend in all sort of situations when a person takes responsibility and chooses what to do later. It can be contended that people can display qualities of leadership in a variety of situations. These qualities are usually to be seen in the taking of decisions and sharing to the followers in such a way that deed is taken.
In this case I thought of assuming myself to be the leader and adopt an affiliative leadership style and strategies for implementing the change. The affiliative style revolves around people to create coordination and keep the care givers and other employees happy . The objective is to create strong loyalty, improve communications and the sharing of ideas and initiatives. This style allows for innovation and risk-taking and liberty for people to carry out their jobs in the way they think is most effective, but only bounding to the rules and regulations of the organization.
This style provides strong positive feedbacks and is highly motivating. As in the issue this organisation is pertaining to the encouragement of the employees this style of approach is particularly effective for team building and creating emotional links between team members by showing an interest in their personal lives and praising people at every opportunity. On the other hand, focus on it may mean that poor performance is tolerated and others may feel that they do not have a guiding sense of direction. If it is linked to an authoritative style this to overcome these demerits, only when the situation demands.
Health care organizations and its working is multifaceted, with high levels of concentration that are determined perhaps unavoidably by the complexity of human body, the mind and the societal world in which we are living. The complication and shattering of health care make harmonization remarkably problematic. Then ascends the delinquency of excellence of facilities distributed to the residents and the to the person it selves. However the harmonization difficulties have seemed to have become inferior rather than improved over the years.
These might be the explanations which signs to the dropping excellence of work and the performance of support workers. There is a need for reengineering in the areas of staff interviews, job allocation and motivation, which will in fact be a planned answer to change where some disagreement can be predictable. New objectives and variations which are to be made should inject the stimulus of motivation, productivity and standardisation. The method of reengineering will include the inside and outside valuation of various factors, visioning, scheduling, testing and obviously should start from the nick.
The organization and restoration team can assist in this alteration process by showing their obligation to the innovative procedure and by representing that is extremely valued by the organisation. Here it is essential that the organization and employee must become acquainted to the degree of the change and not descended to the new process. Any opposition on the changes can be minimized by enduring message, staff participation and good instruction about change and how to deal with. All leaders have to act, they have to perform and show results.
There may be many ways of doing this, but it can be argued that actions speak louder than words. When change has become necessary in Rosewood, the hardest problem is to persuade people (all employees) to agree on the causes of difficulties. One way of doing this may be to emphasise the faults occurred, an inspirational speech and try to cajole people to improve. The most effective managers today rely on expert, referent and connection power than on coercive, legitimate reward or information power.
Leaders are now tend to use personal power rather than positional power as management structures have become flatter and management practice more open. Information is now more widely shared and management is seen as a form of partnership in order to achieve agreed objectives. The process of achieving behavioural and attitudinal change involves unfreezing the situation, changing it and then refreezing it into the new mould. This ideal was developed by Lewin in the year 1959,and is known to be Lewin’s three step model.
This process requires a high level of communication and consultation in order to convince people that the changes are necessary. All members including the leader should identify the need of the change and the fault in the present system. The period of change is often associated with analysis of the present situation and why anew one needs to be developed. A change agent can be involved at this stage, which may be an organisational development specialist who performs a systematic diagnosis of the organisation and identifies work related problems.
The role of this person is to gather and analyse information through personal interviews, surveys and by detecting meetings. The change agent may be an outsider who comes in as a consultant, but as 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 organisation should be involved because this was an attempt to change behaviour and not simply skills. Team building can enhance the cohesiveness of both the health care units and whole organisation.
Communication can be improved between various parts of organisation, specifically between heath care management and workers, and regarding strategic plans and their implementation. Understanding the reasons for changes in working practice and values can help employees come to terms with the changes. Consultation about the changes and their implementation can help both managers and other employees to understand and acquire ownership of the changes, particularly when they are as deep routed as values and practice.
Survey actions can be applied in order to encourage consultation and feedback. A questionnaire can be distributed to the health care workers on such matters as working practice, values and organisational culture. After the survey is completed, an organisational development consultant can meet with groups of employees to provide result about their response and the problems that have been identified and to discuss the way forward. As an on-going process the survey feedback action technique can used for upward feedback by which managers assess the deputy to whom they report.
The leader completes a questionnaire and the overall results are then discussed by the Organisational development specialist with the top management. A meeting is charged by the organisational development specialist with the top management and the leader in order for them to express their views about their boss. This process can produce surprise for top management about how they are viewed by the people who work directly for them. This process of reverse appraisal can be applied throughout the organisation, starting at the top and working down to self-managed teams.
In today’s quality oriented and fast working environments, leaders need to update their diagnosis of the situation on a continual basis ,rather than only when only major change is taking palce. It does, of course, have particular importance at sensitive times ,such as, when rapid expansion is taking place. The leaders and the care workers or employers are dedicated to upholding the occupant’s right of independence, and advance their excellence of life by provided that high standards of care is given to the..
For this the leader is gratified first to advance the awareness of the workers, to see that they are properly vested to provide the best that the organization expects from them. It is also vital to progress the confidence or morale of the employees in order to get the class work done by them. Morale is a state of mind built mostly on the perception of employees to their work, their managers, their peers, and their leaders. Every organisational environment or culture is uniquely different and the Visionary Motivator, who is the Leader here, must adapt a little to the culture if they want to be successful.
In a health organisation the motivator will probably have to down play the overly passionate part of their nature. In some way they may need to appear like the tenacious implementer but perhaps with more outwardly expressed drive, dedication and conscientiousness. There are two key things for the visionary motivator or the leader to hold in mechanist settings. The first is to ensure that the vision is firmly connected into the strategies, objectives and project plans. There is no rooms for an airy fairy vision that is disconnected from the everyday workings of the health care organisation.
Secondly, their motivational techniques must be elegant and attuned to the mechanist culture. Exaggerated positivism is unlikely to succeed, there as motivational strategies tied into the system and structure of the organisation will be welcomed. Reward systems performance coaching and performance management would be typical techniques within the culture. One the attributes of the visionary motivator is the ability to turn problems into opportunities, reframe events positively and see the right side of life.
So, in an adaptive culture where the organisation needs to have the capability to react effectively and proactively to changes they are a great asset. When looking at SWOT analysis the visionary motivator will be able to see away of exploiting the organisational strengths and environmental opportunities and way to a mitigate the organisational weaknesses and environmental threats. They will be able to reframe things positively, whatever is on the horizon, and they will help people understand the consequence of change.
Theis analysis proves best when the members let their opinions to hover easily and a reminder is completed of whatever and everything that comes in mind. When seeing the condition, no problem how odd it may appear. Recruitment should involve the examination for filling the vacancy, consideration of the source of suitable candidates, drafting job advertisements and selecting media suitable to carry them, assessing appropriate salary levels for new employees, and arranging interviews and other aspects of selections, which is the second stage in the process of recruitment.
Selection requires the assessment of candidates by various means and the choice of successful candidate. External recruitment may be expensive as it involves advertising, agency fees, distribution of application forms, preparation of short lists, writing for reference, interviewing and other related expenses. The changing stage happens when people begin to test with new performance and learn new skills in the work force. This procedure is measured by the interference of structural growth expert and others, with exact plan for training and development of managers and employees.
Training programmes will highlight the new values and approach, such as customer first programmes, quality developments and investors in people. Team building is encouraged, consultation on health work practice and symbolic leadership activities introduced. The rejection of change may be particularly vehement at the beginning of the stage, followed later by acceptance. Gradually, the people who have most strongly rejected the change may be the ones who most wholeheartedly come to accept them.
The refreezing stage occurs when individuals acquire the new attitudes, values and behaviours and are rewarded for them by the organisation. The organisational development specialist will improve help for everybody to change and an increasing number of people will look for help to adjust to the new values and approaches. The impact of new behaviours will be evaluated and reinforced. The reinforcement will be through training programmes, team meetings and the reward system.
The organisational development process suggests techniques which leaders should apply continuously in organisation so that change is the accept norm rather than the occasional and rare phenomenon. In this sense the use of terms such as unfreezing and refreezing suggests an end to the process before it starts again. In the altering of attitudes and behaviour it can be argues that in fact this is what often happens. While strategic change can be incremental, a step at a time it is not always like this.
The theory is that the managers sense the changes required in the environment in which there organisations are working the gradually adapt to these changes through adjustments to the strategic plan and its implementation. By way of many features of organization there are no modest answers or correct retorts. The range of hypothetical and unbending works is perhaps best stared as a collection of capitals that covers a range of valuable material which will be appropriate at dissimilar periods and in different settings reliant on the nature and the background of alteration.
Structural change management receipts into discussion both the events and getups that managers use to sort changes at a physical level. Most institutions want change to be practical with the smallest fight and with the most real consequence as possible. For this to happen, change must be practical with an organized approach so that change from one type of behaviour to another organization wide will be smooth. Reference Rigolosi,E. L. M. (2005) Management & Leadership in Nursing &Health Care:An Experiment al Approach ,p 6 ,UK:Springer publishing company.
Buytendijk,F. (2009) Performance Leadership,p 18,USA:MCGraw Hill International. Scrivens,E. (2005) Quality,Risk & Control in Health Care, p 20,England:Open University Press. Hannagan,T. (2005) Management Concepts and Practises, pp 20-33,Great Britain:Pitman Publishing. Baggott,R. (1994) Health & Health Care in Britain,p 120Great BritainThe MacMillan Press. Cameron,G. ,Green,M. (2008) Making Sense of Leadership ,p 60, Great Britain:Kogan Page Ltd. Binny,G. ,Wilke,G. ,Williams,C. (2005) Living Leadership,p 133,Englnd:Pearson education Ltd. Carnall,C. 1990) Managing Change in Organisations ,pp187-190 ,England:Pearson education Ltd. Hewison,A. (2004) Management for Nurses nad Health Professionals,pp76-79,Oxford:Blackwell. Rieley,B. J. (2006) THE Telegraph Business Head Leadership,p163,London:Hodder Education Axena,P. K. ,Bennies,W. (2007) Principle of management A modern approach ,p 88 Newdelhi :Global India publication . Welner,A. ,Roneh, J. (2003) Culture change in long term care, p 101, Newyork ;USA; Routledge Sinclair-Hunt,M. ,Simms,H. (2005)Organisational Behaviour & Change Mnagement,p 5 www. select-knowlege. com