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Effective Organizational Change in Healthcare: Exploring the Contribution of Empowered

Users and Workers

Healthcare will always undergo changes with intentions of protecting the patient and
keeping them satisfied with services received. In the article Effective organizational change in
healthcare, exploring the contribution of empowered users and workers, an organization called
PALS was used to empower patients. Similar to the National Health Service, the Patient Advice
and Liaison Service focus was on using an employee and patient-centered approach at the same
time to better understand the best and worst practices. It allows patients to feel empowered by
allowing them to be heard rather than just voicing their concerns. PALS was found most effective
when supported by adequate and secured resources, consistent organizational leadership, and
change management. Results determined that PALS was dependent on the ability to embrace the
vision of patient, public, and staff involvement.
As compared to our learnings in Organizational Development, a transformational
approach was used as PALS was to focus on decreasing wait times, delays in appropriate care,
and treatments appropriate to the care while managing limited resources. The writer of this paper
recalls personal work experiences to relate to an organization called JCAHO, or the Joint
Commission Accreditation for Healthcare Organizations which compares to PALS as it is clientcentered and protects the well-being of the clients. The importance was to better understand if
clients were being heard, were they provided skilled services for what they paid for, and would
the healthcare facility be referred. Organizations like this protect healthcare workers and clients.
What was found most interesting was the statement, Organizations change process in general
should be seen as biological continuous cycles with unpredictable evolutionary turning points

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rather than linear progressions. The study included change models, preparation for the models,
implementation, models analyzing conflict and resistance during the change process, and the
change equation related to PALS. With the many scales and charts used in the study, it provided
explanation to the processes which supported its findings.
The writer of this paper found the study to be effective only to its targeted audience,
which in this case, was a non-for-profit organization. The question that arises from the study
would be to determine the effectiveness in for-profit organizations who are also limited to
resources. This will determine if the transformational model would still be effective in a way that
the healthcare organization benefits from accreditation. If the healthcare organizations are not in
compliance, this could be detrimental to the facility, its employees, clients, and the community.

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Source:

1. Corina, A., & Cassidy, A. (2014). Effective Organizational Change in Healthcare: Exploring
the Contribution of Empowered Users and Workers. International Journal of Healthcare
Management, 7(2), 132-151.

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The Relevance of Transformational Leadership in Shaping Employee Attitudes towards

Organizational Change.

It is more common now at days for organizations to experience change as there is always
competition, conflict in the workplace, and new management. In the study The Relevance of
Transformational Leadership in Shaping Employee Attitudes towards Organizational Change,
focuses on the effects of transformational leadership in developed industrial countries and socioeconomic environments in large power utility companies. The study was also an extension to
organizational change due to low percentages of success with previous studies. Being that the
transformation model was most effective, both theory and fieldwork was used to complete the
research. Results found that two different factors were used including transformational and
transactional models which ended in the implementation and changes in three areas for
development.
The writer of this paper found the study interesting as previous research failed to find
successful organizational change results with reasons being that less attention was focused on
those who mattered more in the company, rather than focusing on information systems and new
structures. To add, leadership style and behavior lacked personal involvement, persuasion, and
influence. In the study, factors which played a vital role included general data such as targeted
population, nine items in the questionnaire (Five-point Likert Scale), returned surveys, gender,
average size, and length of service. The study had difficulty with returned surveys at about 50%
success, and more males as compared to female were included. The findings were consistent
with the hypothesis and different changes were implemented which included restructuring,

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introduction of a system for automated electricity meter management, and introduction of the
SAP software application for financial management.
The researchers suggested further studies to be directed towards detailed analysis of
organizational culture with focus on employees, their values, beliefs, and work-related
motivation. I believe that culture and environment had a lot to do with the findings as people
respond differently to change. This study related to the Organizational Development course using
transactional and transformation models, environment, and culture change. The statement from
the study states, A transformational leader expresses idealized influence in such ways that serve
as a role model for followers, caught my attention as I agree. I also believe that taking a less
generalized approach to future studies might result in less findings that are more appropriate to
the hypothesis.

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Source(s):

1. Corina, A., & Cassidy, A. (2014). Effective Organizational Change in Healthcare: Exploring
the Contribution of Empowered Users and Workers. International Journal of Healthcare
Management, 59(200).

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The Role of Top Management Teams in Hospitals Facing Strategic Change: Effects
on Performance

Healthcare organizations constantly undergo change. What matters most is how prepared
they are and how smooth they can transition into the change. The abilities of management is to
respond appropriately to opportunities for change which will determine whether the hospital may
run smoothly, or require an overhaul. With many rules and regulations now at days, it is
important to be in compliance. This is what will set one hospital apart from another. The purpose
of the article, The Role of Top Management Teams in Hospitals Facing Strategic Change:
Effects on Performance, was to analyze how top management team diversity manage or
influence the relationship between strategic change of both short-term and long-term
performances. The hypothesis for the study was to see if hospitals facing strategic change will
decrease their short-term performance and will enhance their long-term performance. As
expected, the results demonstrated that short-term performance decreased as strategic change has
a negative effect on short-term performance and a positive effect on long-term performance.
Prior to this study, there was research which focused on psychological attributes and
observable experiences of top managers as a team. Furthermore, it was found that strategic
decisions were often made and implemented through dynamic processes where managers
interact, consult, and debate with each other. This research on the other hand found that the
greater the level of change, the greater the cost and difficulty of implementing the change due to
the need to build new capabilities and acquire new resources. Many hospitals want to undergo
change, although want to do it at a low cost. For this study, there were 81 top management teams

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of Spanish hospitals included in the survey. The focus was on whether these managers could
adhere to the changes which all organizations go through. Survey respondents were compiled
with the original mailing list and compared the answers provided by early and late respondents.
They took independent samples (t-tests and Chi-square tests) based on the hospital size, which
did not reveal any sign of bias. Based on previous studies, this was a way to test for validity and
for potential non-response bias. Targeting the questions surrounding the hypothesis, the questions
were analyzed using the Partial Least Squares (PLS) technique, which according to the article, is
a second-generation statistical technique for the estimation of path models involving latent
constructs indirectly measured by several indicators. There was a four key strategic dimension
used to create a composite measure of strategic change which included: advertising intensity,
research and development intensity, asset intensity, and production expenditure. The study also
included a PLS research model and charts with results and analysis. It was concluded that
management teams with a more diverse background would be better able to handle the
conflicting demands of reorganizing the organization and reducing, or maintaining short-term
performance downturn. The writer of this paper can agree as it is more difficult for less diverse
cultured organizations to undergo drastic changes as studied in class lectures.
This study was great as it took a previous study and continued its findings, although the
study also suggested that future research should be done in a different hospital setting. This may
or may not have different results as this study focused on Spanish hospitals within the region.
Perhaps the findings may be different based on the setting, hospitals, or regions as cultures
change as well.

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Sources:
1. Nastase, M., Preditcan, M., & ROIBAN, R. N. (2013). The Role of Top Management
Teams in Hospitals Facing Strategic Change: Effects on Performance: Review of
International Comparative Management, 14(4), 512-518.

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To Analysis the Role of Group Dynamics in Organization

Groups can be more of a benefit to some than working individually to complete tasks. In
the article, To Analysis the Role of Group Dynamics in Organization, determined the
effectiveness of groups through examining the benefits of nature, processes, and impact on
members. Groups can be either formal or informal, but usually have a set pattern for how they
work.
This article was interesting to me because I value teamwork as most organizations work
this way now at days. Working in a group most of the time serves more of a benefit as compared
to working individually. Members are always influenced by the interactions of other members in
the group (Gupta), and I agree depending on the members of the group. The article also provides
that group dynamics help organizations grow and become positive motivation. There were
different theories included in the article which include the social exchange theory, social identity
theory, and Tuckmans theory provided the five stages of development. Each theory entitles a
form of group unity. Different group types were also addressed which are considered formal or
informal, the groups included: command, task, functional, interest, friendship, and reference
groups. Each group provides its benefits and the depending on the culture, it can be applied to
any organization. The article also discussed group structure, group size, group norms, role
ambiguity and role conflict, and group cohesiveness. If there is positivity in the team, then there
is more than likely to have a higher success of groups as compared to troubled organizations
which may have more individuals who are unable to engage in groups. These types of employees

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can be hazardous to the culture of the organization and may require change. Groups play an
important role in organizations if it can be handled appropriately and effectively for a positive
outcome.

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Source:

1. Gupta, A. (2015). To Analysis the Role of Group Dynamics in Organization. International

Journal of Multidisciplinary Approach & Studies, 2(3), 170-175.

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Optimizing Organizational Change

Change is eminent in any organization. The article Optimizing Organizational Change,

by Staren and Eckes, delivered how change facilitated successful implementation of an
electronic health record (EHR). Effective leadership was the key to the implementation of EHR
through change by using the Kotters model for change management.
Many organizations face issues, some are able to easily transition while others are
severely affected. The study was used in a multi-hospital cancer care system. I found this article
interesting because Kotters model was covered in class lectures and provided reasoning to being
successful. Kotter provided that many organizations fail not because of change, but more so
because leadership is not effective with dealing with resistance to change. Employees resist
change because they do not know the outcome. Many times, it is a form of anxiety that conquers,
therefore, many employees will work through the change while others with leave the company
due to not knowing how to cope. In Kotters model for change management, the study utilized a
three step process which included: creating a climate for change, engaging and enabling the
organization, and implementing and sustaining the change. In the process, they were to monitor
safety/quality outcome measures, coordinated system wide quality improvement efforts,
identified technology needs and clinical staff education needs, and reviewed practice guidelines
and clinical protocols. They followed the steps by establishing a sense of urgency within six
months, then moved on to the implementation stage after a year. All staff, departments, and
leaders were kept up to date with the progress and relied on evidence to support their findings.
There was significant focus on the use of effective communication and leadership involvement

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while being consistent with new ideas focusing on the organization's vision, mission and values.
Change in the organization was possible as leaders were involved and provided the resources
needed.
There will always be resistance to change, if management is able to be effective and
consistent with resisters, the transition will be smoother and be able to sustain. I would like to
see an extension of this article while researching transformational change through the use of
other models as compared to Kotters. By doing so, there may be differences in the outcomes of
models used to target the change.

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Source:

1. Staren, E. D., & Eckes, C. A. (2013). Optimizing Organizational Change. Change Physician
Executive, 39(3), 58-63.