Organizational Change Essay

HCA 459 Senior Projects DQ 1and DQ 2 Name Institution Discussion 1 Organizational Survival Strategies Healthcare has to be abundant, effective, easy and cheap but in the real world health care is limited, ineffective and very expensive. Managers have to create healthcare that can survival the ever changing risks and challenges (Grigg, 2010). Mission transforming projects; many organizations are undergoing through mission transforming projects that are changes are made to the original mission because this is to provide diversification of services, and outsourcing for a new source of revenue generation (Want, 2006). Mission transformation is a deliberate process that integrates specific strategies to deal with new threats and challenges. An organization

Introduction In this leadership assessment, I will provide leadership analysis and background information on my personal experience with a bad leader. I will constructively critique a bad leader I have worked for by providing valid and well-reasoned opinions on their leadership style. I will also present a clear and concise description of what makes someone a bad leader and how they can improve. Leadership Analysis “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

In her article, Where There’s a Will, There’s a Way, Anna Harrington discusses the correlation between resilience and workplace productivity (Harrington, A., 2012). The impact of employees’ mental health and wellbeing on productivity is well established. Job pressures can contribute to employee absenteeism, or what Harrington refers to as presenteeism, or “…the situation where individuals come to work when unwell or not fully productive”. (Harrington, A., 2012, p. 1) While some individuals are overcome by negativity, others develop resilience which allows them to overcome obstacles and perform without disruption, or even excel.

Exam #1 Critical Thinking Essay – “What Got You Here Won’t Get You There” In the article, “What Got You Here Won’t Get You There”, the author discusses the challenges with success, behavioral areas that prevent further success, avenues to change these behaviors, and how to approach the required changes. The information specifically revolves around management positions within organizations. These people can range from middle management to executive level management. The most important part of the challenge is first realizing there are areas that require growth and change, without this realization the manager will continue to see limited growth and success in their career.

MALM Learning Outcome 4 – Philosophy of Leadership – Converging Pathways My philosophy of leadership is simple: Leadership is not about elevation to power, it’s about submission to duty. My duty is to do that which God has designed and intended me to do while I journey this earth. Every leadership role I pursue, which are becoming many, biblical teachings are integrated and are more often than not well received. Leadership is leading by example with honesty, integrity and clarity.

9.8 Cognitive restructuring Extreme or negative thinking has been found to contribute to increase anxiety as unhelpful thinking styles undermine an individual’s perceived ability to cope with a situation. Unhelpful thinking style may include extreme or catastrophic thinking about the dental encounter/procedure (e.g. I might ‘choke’ ) or mind reading and jumping to conclusions(e.g. ‘the dentist won’t understand my phobia and will think I am silly’). Cognitive restructuring refers to a child being taught to recognize the negative thoughts which precipitate their anxiety and replace these with more helpful cognitions.

Resilience is another new area of research; however, its influence reaches numerous disciplines. Resilience research began in the 1980s, across several different fields, including nursing (Eicher et al., 2014) Unlike CF, which focuses on the healthcare professional side of a nurse-patient relationship, resilience is applied personally. Within the scope of nursing research, this means that resilience’s effect on both nurse and patient is important. At the broadest level, resilience is overcoming adverse situations, which would be beneficial for both nurses and patients. There is much debate amongst researchers as to what resilience is.

Critical Evaluation: 1- Transformational leadership In Nursing: personal life: Due to the continually metamorphic nature of this country's healthcare system, it's imperative for nurse managers to employ a transformational leadership style, which encourages adaptation to change. The transformational leadership style allows for the recognition of areas in which change is needed and guides change by inspiring followers and creating a sense of commitment. Adopting the qualities of a transformational leader will allow nurse managers to feel more comfortable and confident when engaging in the development of healthcare policies, the ever-changing components of healthcare technology, and the mentorship of new graduate nurses.

Introduction The most complex and dynamic organizations to control and to manage are the healthcare organizations. The nature and the structure of the healthcare organizations necessitate the managers to provide both the leadership controls and the management of powers to all the stakeholders in the field (Kelly 2011). Indeed, the constraints and the scope of the roles and tasks carried out to provide efficient services to the general public are so diverse that a single staff can’t operate on their own without the help of the other individuals. For proper functionality of the organizations in the health sector, coordination and the management of powers is crucial as it ensures the objectives of the firm are achieved.

Employees are more familiar with their company culture’s quirks and nuances and may have valuable input on strategy and the design and implementation of new changes. John W. Rowe, Aetna’s fourth CEO in five years, made an exemplary case for this. Instead of launching into changes, Rowe took time to interact with the employees, understand their perspectives and include them in change planning. This let him identify Aetna’s biggest problem and unearth the company’s significant cultural strengths and traits. Realising that Aetna employees would resist an overhaul of organisational culture, Rowe altered his change approach revitalize Aetna’s culture, implementing few interventions, but ones that would result in small but significant behavioural changes.

As mentioned earlier, communication and information provision help reduce employee’s resistance to change and hence create an organizational culture that values change. According to Gill (2002), communication is the ‘blood’ of organizations and ‘oxygen’ of change implementation. Poor communication between leaders and the individual staff, on the other hand, could impede change programs (Huczynski and Buchanan, 2001, cited in Burnes, 2003). Frahm and Brown (2005) identify three communication channels, namely strategic information provision by top management, operational information provision by direct supervisors and conversations between peers (cited in Peus et al., 2009). During strategic information provision, top executives explain why changes are necessary and define their expectations from these changes projects, whereas during operational information provision, direct supervisors clarify roles and responsibilities during change processes and new requirements, if any, after the change and answer questions.

Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.

My experience in Change Management is very limited. The theoretical knowledge I have acquired during the first four weeks of this module has made me realize that transforming organizations is a difficult and complex task. I have read case studies mentioning the unique contribution of change leaders whose role is to talk to people’s hearts and minds. I have also understood how important is to reconcile conflicting interests and emergent tensions between top-down transformation initiatives and functional operations. Despite the widespread belief that managing change is tough, there is little agreement regarding the factors which influence change the most.

Introduction- The leadership and management are two important pillars of modern day business. “You manage things; you lead people” Grace Hopper (retired Admiral, U.S. Navy). On one hand managers, not only motivate people but they also set the course of direction and organize to achieve the targets.

Leadership can make contribution of employee’s behavior towards innovation and it has a significant impact on it. DeJong and Hartog (2007) explored the fact that leaders’ behavior could strongly affect employees’ innovation behavior. They stated that managers’ can motivate employees to think differently, make innovations, generate new ideas, by their day to day activities and behaviors toward employees’ and encourage them to apply those ideas