Week_2_Assignment

Implementing Change Kimberly Burrow HCS 475 May 27, 2013 Dalynn Campbell Implementing Change This essay is to implement change in an organization. Management roles and responsibilities implementing the change. In change there is resistance and management communicates with employees' about the change and the benefits the change will have on employees' and the organization. This paper will define the steps in the process of change within an organization. Managers role and responsibility implementing change Managers should know his or her role for implementing change and demonstrate his or her support of the change with the organization. When management support the process employees are comfortable with the change. When managers have data collected from employees this can identify areas that need to improve and change. That way the employees think their involved with the change within the company. According to Victorian Quality Council (2006), "Successful implementation of changes in health care is essential in the provision of safe, quality care to patients" (para. 3). It is critical to implement planning and the use of quality improvement. When introducing change and outlines some strategies may improve success (Victorian Quality Council, 2006). Managers responsibility implementing change is to make sure that employees are aware of the change by communication. When implementing change there is a timeline that the manager follows, and the responsibility is the managers to make sure employees follow the timeline. Without implementing a timeline employees can become flustered and this will interfere with the work process. After the change is made in the organization managers should follow-up with employees. Communicating with workers about the change to see if the change reached expectations. With change employees should be trained on the change. Somethings employees have barriers from the lack of training. Managers are responsible on breaking the barriers for employees. Management role when staff members resist change Managers role when staff resist change is to talk to those oppose to the change. Managers clarify information and provide feedback Leaders are responsible on managing change efforts to a minimum for a negative impact on their employees. Management needs to understand how their employees will feel concerning change. The manager should let employees know why the change is important to the company. Managers should expect employees to have some sense of grief, anger, frustration, and acceptance. When managers consult their employees the level of support is provided to the management. Definition of the different steps in the change process With assessment as a step in the change process there should be data collected, data analyzed, and planned change in the process (Sullivan & Decker, 2009). These three types of program assessment are benefits for the different programs for stakeholders (James Madison University, n.d.). Program improvement shows the impact the program has on employees. Management recruits employees' giving them evidence on why he or she should participate with the change. In the change of the organization accountability is on management to ensure the program reaches the requirements of the company. The collection data agent collects external and internal data for the planned change to the system. The collection data agent finds the brainstorm of the idea with employees' on the process of change and any resistance on the organizational structures and processes. There is the cost for the new change and benefits for staff members who goes with the change process. The respect and the support of employees' is excellent for powerful management. Analyze data involves the kinds, amounts, and sources (Sullivan & Decker, 2009). The process of analyzing data is to flush out resistance, identify solutions, and strategies, and identify consensus areas. With a statistical analysis this will help persuade management. When presented use visual aids this will help employees' understand the analysis of the data. Planning is the who, how, what, and when in the processes of change (Sullivan & Decker, 2009). Management and employees' should be active in the planning stage. If employees' are not involved there will be resistance when the plan takes action. With planning there may be attitudes, habits that need to be changed, behavior, and the way employees' think has to be changed. Managers may encounter these boundaries when implementing change. These boundaries have to be eliminated for the change to successful. Conversations with employees' on the purpose of the change will help with anxiety. Control points on the process of the program with employees' will provide the feedback about the change and goals within an estimated time frames. Implementation is putting the plans of the change in motion. Implementing the plan allows management to answer the who, what, where, when, how, and why of the process of change. Management creates a supportive climate, obtains, and provides feedback, and overcomes resistance (Sullivan & Decker, 2009). An implementation plan contains why the reason for the change, a summary of what the difference is to the "as is" and the "to be" of the process (The Office of the National Coordinator for Health Information Technology, 2010). . Methods to change individuals is training, selecting, and placing employees', or terminating key employees' to alter the forces for or against change (Sullivan & Decker, 2009). Leaders are key supporters of the plan and are given authority and accountability to make the changes. When employees' are opposed to the change they or conveniently transferred, terminated, or leave voluntarily. Methods to change groups used instead of individuals for compliance to change. When the organization has a group for charge it is easier for the group to discuss issues of relevance with the change. Implementation tactics are combined from individuals and group feel their input is valued. Attitudes are modified and changes in behavior change as management reward employees'. Evaluation is the process of determining the value of the process and outcome of the change process. Evaluation data shows improvement or problems with the change process. The evaluation process progresses toward the desired outcome of the organization. If evaluations are completed alone in the organization this will show the outcomes was not achieved. The evaluation helps address fundamental questions about the efficacy of the change. The information from the performance data evaluation tracks any improvement of operations with the organization. Evaluate effectiveness answers the questions of what will be evaluated, who are the stakeholders of the evaluation, and how the evaluation is designed and the data used. The evaluation is on the change process of the organization. Employees' and management are the stakeholders in the evaluation of the changes withing the organization. Management has a step in how the evaluation is designed to discover the parts reached and the benefits for the organization. The data collect is used to find unintended consequences and the undesirable outcomes of the change. In stabilizing the change this step freezes the targeted system in the processes of the change (Sullivan & Decker, 2009). Management delegates responsibilities to the staff members that the change affects. When management implements change within an organization there are steps in the process. Management has roles and responsibilities in the change process. The role is to make sure that employees' understand the change withing the organization. The responsibilities is to ensure the implementation of the change is successful. Management has responsibilities to follow when employees' have resistance to the change in their company. Communication between management and employees' about the change prior to the implementation occurs will help with anxiety in employees'. These are steps defined to implement change in an organization. Assessment is the first step in the change process and means data is collected, the data is analyzed, and the planning stage is implemented for the employees'. Methods to change individuals is training or terminating employees' who are for or against the change. Methods to change groups is easier than individuals when the group is for the change. Evaluating the changed process determines the value and the outcome. The effectiveness of the evaluation determines the answers to the questions who, what, when, where, and how. In stabilizing the change management delegates responsibilities to the staff members affected by the change. References James Madison University. (n.d.). What is Assessment'. Retrieved from http://www.jmu.edu/assessment/pass/assmntresources/what_is_assessment.htm Sullivan, E.J. & Decker, P.J. (2009). Effective leadership and management in nursing. (7th ed.). Upper Saddle River, NJ: Pearson Prentice Hall. The Office of the National Coordinator for Health Information Technology. (2010). Process Change Implementation and Evaluation. Retrieved from http://www.philblock.info/hitkb/p/process_change_implementation_and_evaluation.html The Thriving Small Business. (2013). 8 Steps to Implementing Successful Organizational Change. Retrieved from http://thethrivingsmallbusiness.com/8-steps-to-implementing-successful-organizational-ch ange/ Victorian Quality Council . (2006). Successfully Implementing Change. Retrieved from http://www.health.vic.gov.au/qualitycouncil/downloads/successfully_implementing_chang e.pdf