Management of change and
health care professionals is one of the key concerns in Health care management.
It is 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.
health care professionals is one of the key concerns in Health care management.
It is 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.
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.
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.
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.
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.
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. 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.
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.
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.
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.
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.
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.
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.
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.
services entails incremental improvement on existing organizational
capabilities, more empowerment to the changing agents and continuous support to
the changing leaders.
