Comprehensive Plan to Implement an Organization Change; Mobile Maternal and Child Health Services at Carolinas Medical Centre
Organizational Change: Passing Grades Sample Research Paper
Executive summary
Carolinas Medical Centre has been offering Maternal Child Health services in the city and it’s environ. The institution seeks to open its wing in diversified services it over, increase that market share, and identify new niche as part of its strategic plan for the year 2017-2025. The facility has seen a tremendous growth in service coverage, a rapid increase in some its client from its inception to peak in the year 2012 that saw high revenue returns. The situation has remained relatively constant for the remaining year 2013-2016. This comprehensive plan aims at an organizational change introducing mobile much that will see the Medical Centre tap into the new market gap, increase its coverage thus overcoming its competitors in the industry within the city and its environ.
Need In the Organization for the Proposed Change
Presently, the organizational goals and objectives are not being met. There is a need to implement new tactics to meet these objectives both in the short run and the long run (Kirkpatrick, 2001). It is important to close the gaps that have been identified in the recent audit so that we can achieve the organizational goals as outlined in our operational roadmap.
The Medical Centre has heavily invested in new technology. The new medical technology and information technology installed in this institution can be put into best use only if we change from the traditional operation. Changes anticipated once in operation will see the full use of this investment.
There is the unmet gap in the industry. Change in lifestyle, adoption of technology and preference for timely service has created a need for mobile services. The demand for mobile maternal and child health services as identified during our pilot testing indicate a potential market gap that exists especially among the middle-class residents of the city. The change intends to exploit this gap in the industry.
In the near recent, we have faced stiff competition from our competitors especially the government hospital that have been set within out catchment area. This competition has necessitated a need to diff our product, making them unique to those of our competitor (Hinckley, 2014). There is need to move from the traditional way of offering services so that we remained relevant, unique and focused in this tuff industry.
Organizational and Individual Barriers to the Proposed change
Understanding the barriers to change will enable the change agent to device way to handle the issue before it becomes a stumbling block to the change process. Our analysis has identified three main barriers to the proposed change.
The first barrier is employee resistance. In any typical organization, an employee is comfortable in doing what they are used to (Hinckley, 2014). Change present uncertainty to the unknown. The employee, therefore, tends to resist change since they will rather remain in their comfort zone rather than step into the unknown. Currently, the role and duties of every employee are clear and families to the job holder. They know what the centre expect them to offer and the reward is well known. Staying in the comfort zone provide security and self-confidence over new ventures (Kirkpatrick, 2001). Field workers especially nurses, mother attendants and an emergency team already are that the workload is expected to increase work in odd hours and do additional duties not necessarily within their jurisdiction thus justified fear. Training, creating new explicit roles and new terms of work will help handle this barrier.
Gaining consensus of the top management team is essential in rolling out such a venture. All stakeholders need to be involved and be on board from the concept inception to the implementation stage. As far as the current status of the program is, two important top managers have been skipping the committee meeting where that was tasked with incubation of this brilliant idea. When change is not fully accepted and some or one of the top managerial not convinced to take the ideal, it becomes a challenge as he may be fighting the idea (Brazzel, 2014). Providing information to these leaders is essential. Selling the idea to these managers and bringing out the benefit of this change is essential in convincing them that the projected fruits of change are worthy its cost.
A few workers lack the necessary skills to carry out their duties in the new program once implemented. The skills required are to be gained through on-job training. There is likely to be inefficiency during the inception period of service delivery. Hiring on temporal basis is essential in supplementing the available skills.
Factors That Might Influence the Proposed Change
The Medical Centre enjoys the good reputation in the city. The Medical Centre is known for its emphases on customer satisfaction and follows ups. The Medical Centre is also known for its community services that it offers from time to time. The free Eye Clinic has attracted the attention of the general public in the past five years. We intend to capitalize on this advantage to introduce another bland of services to the market. Yearly we hold half- marathon competition with the aim of raising money for cleft surgery. This has attracted an additional attention that our competitors do not have.
Currently, the institution is overstaffed. This was as a result of decrees in the number of clients visiting the institution for the said services. Unless ways are sought to utilize this resources productively, there is need to lay off some of the workers. Laying off worker is an costly undertaking that both in financial and none –financial terms. The change intended will utilize these resources thus protecting the institutions image, possible litigation and other financial loses.
The Medical Centre enjoys diverse and well-experienced leadership to roll out the program. The director of Maternal Child Health services is experienced with passion on working with both the community and people at the ground. He is enthusiastic with ability to motivate and energize other workers to see the good in a tree.
Factors Influencing Organizational Readiness for the Proposed Change
Financial muscle
The Carolinas Medical Centre enjoys good financial muscle. The instruction is highly rated regarding creditworthy both in the country and internationally. Many financial institutions are willing to lend us a large unlimited amount of money as loan as long as we present our proposal plan and budget. At the moment we have developed the good relationship with three financial institutions through prompt payment of loans and good working relationship with them. Our creditors are rating us as being able to pay as per agreement. In general, there are read sources willing to fund the project.
Partnership
The Centre has partners that are ready to support its operation in the new venture. There are two medical training institutions whose long-term partnership is beneficial to the program. The training institution yearns that the planned change to roll in for mutual benefits. They are looking forward to allocating more interns to the institution so that they gain experience on Maternal Child Health. On return, this will provide cheap labour that can be tapped and utilized on the service delivery.
Theoretical Model That Relates To the Proposed Change
The anticipated change has adopted the Thaddeus & Maine three delay model to solve the problem of high maternal mortality in the region. The Carolinas Medical Centre anticipates that by introducing the change, it will increase its coverage to ensure that more women and girls have access to maternal health services when they need them. The model identify three levels where delay to access to maternal health services occur; delay to seek, delay in reaching the facility and lastly delay in receiving adequate health care (Berhan & Berhan, 2014). The mobile maternal services that Carolinas Medical Centre seeks to offer address the three delays adequately.
Internal and External Resources Available To Support Your Change Initiative
The Medical Centre installed modern information communication technology that is efficient in sharing information between the facility worker in the institution and those working in mobile clinics. Our mobile clinics will incorporate the internet enabled program called Remote Patient Monitoring that will enable a health coach to interact with our clients in a less populated remote area through the health couch. The health couch can handle issues of a client in the remote area with the little visit.
Our mobile clinics are fitted with Satellites communication and medical equipment that will allow field officers to easily seek health in from the main Medical Centre promptly.
References
Berhan, Y., & Berhan, A. (2014). Commentary: Reasons for Persistently High Maternal and Perinatal Mortalities in Ethiopia: Part III–Perspective of the “Three Delays” Model. Ethiopian Journal of Health Sciences, 24(0), 137. doi:10.4314/ejhs.v24i0.12s
Brazzel, M. (2014). Organization Change Theories and Models. The NTL Handbook of Organization Development and Change, 255-281. doi:10.1002/9781118836170.ch13
Hinckley, S. R. (2014). A History of Organization Development. The NTL Handbook of Organization Development and Change, 25-43. doi:10.1002/9781118836170.ch2
Kirkpatrick, D. L. (2001). Approaches to Managing Change. Managing Change Effectively, 1-2. doi:10.1016/b978-0-87719-383-8.50005-x
Leading Organization Change. (2015). Visual Leaders, 191-192. doi:10.1002/9781119203858.part5
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