Paper on Organization Change Management: Describe, Synthesize and Demonstrate how your organization (an eye hospital) has progressed through changes before and after COVID.
Paper on Organization Change Management: Describe, Synthesize and Demonstrate how your organization (an eye hospital) has progressed through changes before and after COVID.
Please refer below for the scenarios for the chains of events of this organization that must be taken into account. Please remember, this is the paper on Change Management.
Necessary components of this paper:
Introduction
Literature Review
Body of the Paper into 3-5 paragraphs…focus on Organizational Change Management.
Conclusion/Takeaways
Minimum 10 References, APA format: 12 font size, Times New Roman, double line spacing
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Focus on the following objectives to be reflective in this writing:
1. Understand the significance of the change in organizations.
2. Develop critical thinking skills in a change management environment.
3. Third, develop advanced knowledge of organizational change management field scholarship and evidence-based practice.
4. Evaluate why change is successful or unsuccessful.
5. The eight-step model includes establishing urgency, forming a coalition, creating a vision, empowering others, generating short-term wins, consolidating gains, and anchoring change in corporate culture.
6. Identify the relative contributions of management and leadership skills to the facilitation of change.
7. Examine how systems, structures, practices, and culture encourage change or impede it.
8. Describe how individuals have led change successfully.
9. Present a plan for implementing change in your organization
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Scenarios: Please take this topic in the context of an Eye Hospital in the USA, where organizational changes were managed in the following manner:
–the hospital merged into a more extensive and multispecialty hospital system in the area in 2016, which allows for the care of complex eye care cases, and can utilize their facilities for complex lab testing and imaging like MRI, and CT scan, etc. The merger was an effective outcome of its dynamic CEO, Mr. John, a visionary and inclusive leader who is inclusive and open to transparent communication.
–the merger has also enabled eye hospitals to expand their surgical care of complex patient cases with general anesthesia, plus an additional 24/7 emergency unit dedicated to eye care has been added
–The eye hospital also got integrated into their more robust electronic medical record (EMR) system, Epic, a pervasive and essential tool for record-keeping and research activities.
–the insurance reimbursement after the merger has significantly increased due to higher bargaining power, which is very good for its sustainability. The merger has also helped in research activities, with more funding coming in.
–there have been more satellites clinics in the region, which is suitable for the patients who have to travel from the suburbs otherwise.
–the hospital has been able to add more education programs for ophthalmic and optometric residents where they promote eye care education and prepare the future physicians
–the hospital has been able to increase the pay for all of its employees by at least 10% in the last six years since the merger.
–Change turned out to be suitable for the organization in terms of financial stability and expansion. Still, this progress did not come easy because there was a lot of skepticism and resistance from the established physicians. The change would come with a new EMR system, plus there would be a reallocation of duties, and some of the staff would also lose their positions even though the organization tried keeping most of them.
–However, COVID-19 has changed or reversed the progress up to a certain level. Except for emergency patients, there had been no elective patient care for the initial six months. Even elective surgery had to be canceled or postponed. Patients had to be screened over the phone about their covid symptoms or exposure, and again that had to be repeated on arrival. New masks were provided to every patient. Hand sanitizer was also available to everyone. No visitors were allowed to come in, except in certain circumstances. Masks have been made mandatory till now.
–There has been no increase in employee salary or bonuses in the last two years due to a loss in revenue. However the pace has been picked up in the previous six months, but it has some challenges. Many staff members quit their job at the hospital, and new hires are hard to find during this so-called ‘great resignation.’ The existing staff has been working overtime, overworked, and tired physically and emotionally. Many of them were suffered from covid, either themselves or their family members. Due to the staffing shortage, it has not been easy to take some time off the schedule. At the same time, the load of patients has increased significantly in the last six months or so due to the previous backlog caused by covid. More people feel comfortable going out or seeking care after the vaccination effort.
–Nevertheless, challenging, but the organization seems to be surviving during this course. These changes will be memorable to remember; some are sad stories because I have also seen some colleagues suffer. The organization also received the covid relief fund provided by the federal rescue plan in 2020 and 2022. We believe the organization will continue to grow further from this position.
References:
–minimum of 10 references are required, preferably from Business Source Complete
— Please be specific on references, which must be based on organizational change management relevant to the topic presented. Our case revolves around changes in an eye hospital, where it grew into a larger hospital through various milestones and survived through the covid. However, it could not be without challenges. –Any other relevant tools/information available from the references should not be copied but needs to be extracted and synthesized to prevent plagiarism
