One of the key concerns in Health care
management is management of change and health care professionals are obligated
both to acquire and to maintain the expertise needed to undertake their
professional tasks, and all are obligated to undertake only those tasks that
are within their competence. Moreover, change occurs continuously around us. We
may want to support it, be indifferent to it, and be passive or participate in
it. The pace of change has increased dramatically.
management is management of change and health care professionals are obligated
both to acquire and to maintain the expertise needed to undertake their
professional tasks, and all are obligated to undertake only those tasks that
are within their competence. Moreover, change occurs continuously around us. We
may want to support it, be indifferent to it, and be passive or participate in
it. The pace of change has increased dramatically.
Managing
change is about handling the complexity of the process. It is about evaluating,
planning and implementing operations, tactics and strategies and making sure
that the change is worthwhile and relevant. Managing change is a complex,
dynamic and challenging process. It is never a choice between technological or
people-oriented solutions but a combination of all.
change is about handling the complexity of the process. It is about evaluating,
planning and implementing operations, tactics and strategies and making sure
that the change is worthwhile and relevant. Managing change is a complex,
dynamic and challenging process. It is never a choice between technological or
people-oriented solutions but a combination of all.
Effective
change has been characterized as unfreezing old behaviours, introducing new
ones, and re-freezing them. Change may be continuous, sporadic, occasional, or
rare. Predictable change allows time for preparation, whereas unpredictable
change is more difficult to respond to effectively. Since changes in healthcare
occur so rapidly, they are less likely to be predictable.
change has been characterized as unfreezing old behaviours, introducing new
ones, and re-freezing them. Change may be continuous, sporadic, occasional, or
rare. Predictable change allows time for preparation, whereas unpredictable
change is more difficult to respond to effectively. Since changes in healthcare
occur so rapidly, they are less likely to be predictable.
The
only sustainable competitive advantage today is the ability to change, adapt,
and evolve – and to do it better than the competition. Failure rates are
associated to a number of different factors such as lack of vision and
commitment from senior management, limited integration with other systems and
processes in the organization, and ill-conceived implementation plans. If
organizations are to experience a greater level of success in their development
efforts, managers and executives need to have a better framework for thinking
about change and an understanding of the key issues which accompany change
management.
only sustainable competitive advantage today is the ability to change, adapt,
and evolve – and to do it better than the competition. Failure rates are
associated to a number of different factors such as lack of vision and
commitment from senior management, limited integration with other systems and
processes in the organization, and ill-conceived implementation plans. If
organizations are to experience a greater level of success in their development
efforts, managers and executives need to have a better framework for thinking
about change and an understanding of the key issues which accompany change
management.
Even
if change is endorsed, employees want to understand why change is happening and
how they will be affected. Layoffs or other organizational changes can lead to
paranoia, confusion, anger and insecurities under the auspices of change.
if change is endorsed, employees want to understand why change is happening and
how they will be affected. Layoffs or other organizational changes can lead to
paranoia, confusion, anger and insecurities under the auspices of change.
Promoting
change is both demanding and fatiguing. Bringing about change requires the
manager to challenge the precedent, and requires perseverance against the
habits and norms of established behaviours. Bringing about change takes time
and requires the commitment of time on the part of the manager. The manager
must know the values that matter and focus on changing those as opposed to
reacting to every invitation for change. She/he must be clear about what is
important and develop responses and proactive actions accordingly.
change is both demanding and fatiguing. Bringing about change requires the
manager to challenge the precedent, and requires perseverance against the
habits and norms of established behaviours. Bringing about change takes time
and requires the commitment of time on the part of the manager. The manager
must know the values that matter and focus on changing those as opposed to
reacting to every invitation for change. She/he must be clear about what is
important and develop responses and proactive actions accordingly.
Organizations
that employ large numbers of professionals will not perform well if they become
overly bureaucratic. Steiner stated that organisations that are known to be
bureaucratised and hierarchical are less flexible, less amenable to change and
less likely to empower staff. An
organisation will not get full value from its professional employees if it
insists that they do only what they are told. Therefore, leaders have to learn
how to manage change, rather than change manages them in order to move forward
with success. There is no “one best way” to manage change in an
organization, and that public sector organisations need to introduce an
approach to organisation change which matches their requirements and situation.
It has to be admitted that change in management will keep happening.
that employ large numbers of professionals will not perform well if they become
overly bureaucratic. Steiner stated that organisations that are known to be
bureaucratised and hierarchical are less flexible, less amenable to change and
less likely to empower staff. An
organisation will not get full value from its professional employees if it
insists that they do only what they are told. Therefore, leaders have to learn
how to manage change, rather than change manages them in order to move forward
with success. There is no “one best way” to manage change in an
organization, and that public sector organisations need to introduce an
approach to organisation change which matches their requirements and situation.
It has to be admitted that change in management will keep happening.
In
addition, leaders need to understand the change process and issues that are
involved with it in order to have the capability to lead and manage change and
improve efforts effectively. They must
learn to overcome obstacles and cope with the chaos that naturally exists
during the complex process of change. Leaders should help employees and other
stakeholders structure and build effective teams by developing new
organizational structures and creating a shared vision that focuses on
authentic employees’ output. Such inspired and informed leadership is critical
and essential for organizations to be successful.
addition, leaders need to understand the change process and issues that are
involved with it in order to have the capability to lead and manage change and
improve efforts effectively. They must
learn to overcome obstacles and cope with the chaos that naturally exists
during the complex process of change. Leaders should help employees and other
stakeholders structure and build effective teams by developing new
organizational structures and creating a shared vision that focuses on
authentic employees’ output. Such inspired and informed leadership is critical
and essential for organizations to be successful.
Establishing
a clear vision about the direction of the change process is another key element
for assuring successful change. Measuring and monitoring outcomes of the change
process is essential for recognizing whether or not the change process has
fulfilled its purposes. Since change is continuing to happen in organizations
and associated modifications are taking place, it is important for those who
are in charge of the change process to record and focus on the emerging
problems due to change. This will help avoid them in the future so that the new
administration system will help to manage the change in the proper and best
manner.
a clear vision about the direction of the change process is another key element
for assuring successful change. Measuring and monitoring outcomes of the change
process is essential for recognizing whether or not the change process has
fulfilled its purposes. Since change is continuing to happen in organizations
and associated modifications are taking place, it is important for those who
are in charge of the change process to record and focus on the emerging
problems due to change. This will help avoid them in the future so that the new
administration system will help to manage the change in the proper and best
manner.
To conclude, there are global changes happening,
which drive individual organisations to change accordingly in order to proceed
ahead. These changes have created problems within organisations concerned.
Solutions are required to overcome any emerging problems due to the change that
are continuing to happen. And in order to keep the organisation functioning
according to plan, managers and employees’ knowledge and skills should be
upgraded; necessary training on the changes in technology must be provided.
Individuals who are in charge of the change process should record all emerging
problems and design an ultimate solution for better future of organisation.
which drive individual organisations to change accordingly in order to proceed
ahead. These changes have created problems within organisations concerned.
Solutions are required to overcome any emerging problems due to the change that
are continuing to happen. And in order to keep the organisation functioning
according to plan, managers and employees’ knowledge and skills should be
upgraded; necessary training on the changes in technology must be provided.
Individuals who are in charge of the change process should record all emerging
problems and design an ultimate solution for better future of organisation.
Changes in healthcare practice are welcome if
they improve quality and safety, or save money. However, it is important to
tailor health care delivery to the needs of the local population and create
awareness programmes and clear communication between the public and
organization is essential and highly required. In addition, the rate of change
in healthcare is accelerating, not slowing and the powerful forces that are
transforming healthcare can generate vast economic potential for those who are
able to employ effective survival techniques in the short term and at the same
time plan for success in the long term. To accomplish this, an organization
must harness the forces driving transformation and use them to its advantage.
they improve quality and safety, or save money. However, it is important to
tailor health care delivery to the needs of the local population and create
awareness programmes and clear communication between the public and
organization is essential and highly required. In addition, the rate of change
in healthcare is accelerating, not slowing and the powerful forces that are
transforming healthcare can generate vast economic potential for those who are
able to employ effective survival techniques in the short term and at the same
time plan for success in the long term. To accomplish this, an organization
must harness the forces driving transformation and use them to its advantage.
Finally, the change in health services entails
incremental improvement on existing organizational capabilities, more
empowerment to the changing agents and continuous support to the changing
leaders.
incremental improvement on existing organizational capabilities, more
empowerment to the changing agents and continuous support to the changing
leaders.