The paper "Managing Change in Organizations - St. Mary’ s Hospital" is a perfect example of a marketing case study. Change is inevitable. In the current contemporary organizations, change is more evident especially with the accelerating aspects of technology, succession, consolidation, globalization that brings diverse cultural values and expansion of the global economy (internationalization). According to Lewis (2007), successful change depends on organizational leaders. For change to be successful, leaders must come up with the strategic design of change, integrate relevant resources in the change execution process and more importantly communicate the change they are planning to execute.
However, if leaders fail to invest a lot of effort particularly in coordinating aspects of change implementation, then there will be a likelihood of failure of the planned change. Therefore, leaders should use structural approach to identify the position of the organization before executing change, where they want to be in some time to come and how they will guide the organization to reach the future they anticipate. Working on these aspects all together will lead to the development of an effective change strategy.
This will help in determining the behaviours change require, steps to undertake and timing when implementing change (Karp & Helg⊘, 2008). The Foundation of Change Throughout the past 24 years of operations on private health service delivery to the public in the United Kingdom, the organization has attempted several operating models to be inherited to the organizational structure. However, it was not until the mid of 2014 St Mary’ s Hospital gained huge momentum and desire to reform its functions significantly within the organization. Leadership, succession consolidation and embrace of new technology were key areas of change in the organization. The change process turned out to be based on three major premises which include governance and leadership reforms (integration of the Human resource department in the organization), setting new strategic focus and globalization of the business.
In terms of leadership, the new management must transform the old federal model of management in order to meet the changing demands of society. There is also a need to align the whole organizations into one strategy and provision of effective revenue collection systems as well as overall support functions.
All these would need competent leadership to execute and implement change (Schneider, 2014). Changes that occurred . Governance and management The new policy of St. Mary’ s Hospital divides executive functions of the hospital was the administrator and medical superintendent. The medical superintendent is the organization’ s Chief Executive Officer responsible for clinical issues attached to the hospital as well as linking the hospital to the external environment (government and other major stakeholders). A hospital administrator is responsible for daily operations of the hospital including finance, catering and accommodation and procurement activities. Because of many assignments to the medical superintendent, the administrator was assigned other roles as monitoring health records (record department), overseeing both the casual and clinical staff within the hospital and chairing human resource department. Hospital reformed its strategy and came up with a 5-year strategic plan which was supposed to be led by one of the executives.
The activities in the plan included the covering of all aspects attached to organizational functions and state. The structural functions of employees at all levels (top, middle and bottom level managers) were altered. New departments were formed such as the Human Resource Department and others.
As a result, would lead to a reshuffling of employees in the organization. Some of the machines were introduced in the hospital as well as full devotion to the use of EMR (Electronic Medical Record) system in all departments at the hospital.
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