Contemporary Organization Evaluation Assignment

Change remains an inevitable part of organizations in many sectors, right from healthcare entities to other businesses in the contemporary world. Companies must adapt continuously or be overtaken by change as technology, transforming customer needs and preferences as well as globalization, creating a dynamic business environment (Cameron & Green, 2015). As such, this essay evaluates how a contemporary healthcare organization can respond to significant change.

According to Thomas (2018), organizational culture is defined as the various beliefs, values, assumptions, and interactive strategies contributing to an organization’s unique social and psychological environment. Positive working culture is developed when employees and employees share aligned values with each other and the organization. To ensure the success of organizational culture, the first step is for all employees and employers to clearly understand the organization’s values and the belief of the organization. Barriers caused by an organizational culture can cause nursing leaders to feel powerless, and one of those barriers is a negative environment. For example, having a facility or hospital poorly managed by administration personnel or having an administration team that does not communicate with front-line staff creates low workplace morale. When there is a negative environment created around front-line staff, there is a lack of production, increased call-outs, and high turnover rates. “Authority Is maintained centrally, reducing the effectiveness of front-line staff” (Jackson et al., 2021). Employees begin to feel excluded start to feel that the facility or hospital is not ensuring their beliefs and values stay aligned in the best interest of the patients.

Description of the Organization

CHE Behavioral Health Services runs health care facilities across the country with specialization in behavioral health. The organization provides skilled nursing facilities as well as community-based adult homes and rehabilitation centers. The entity has over 700 psychologists and associated health professionals that offer mental health services to patients in different care facilities; right from adult daycare centers to rehabilitation. The professionals from the entity deal with significant psychological and behavioral health issues that include anxiety and depression, adjustment disorder, as well as psychosis and behavioral disturbances. The network also offers behavioral interventions for medical problems like hypertension, diabetes and obesity, and diabetes. In delivering high quality and responsive care, the management employees professionals with the highest degree of competence, compassion, and integrity.

In attaining its core mandate, CHE Behavioral Services employs a collaborative model to mental health issues (CHE Behavioral Health Services, 2020). The strategy is useful as it ensures that it attains the optimal integration of psychological services in a comprehensive care system. Moreover, this form of integration aligns with the policies as well as procedures of the institution. The organization values quality services and ascertains that it employs competent and highly motivated mental health professionals. Besides, the organization partners with different players in the health care sector to reach more individuals and offer them optimal services. Imperatively, change at CHE Behavioral Services arises due to internal as well as external issue affecting the industry that impacts the overall performance.

Effects of Change: Organizational Responses and Strategies

The use of technology in health care delivery models continues to rise due to its effect on quality services. Organizations that value quality services believe in providing competent professionals and ensuring that technology is an integral part of their overall delivery models. The adoption of change leads to disruption and even resistance. In its efforts to modernize service delivery, the organization continues to embrace the use of technology in mental health. While there was substantial resistance to change by employees, the organization handled this aspect through sensitization programs and campaigns aimed at attaining buy-in from the employees (Cameron & Green, 2015). Change creates disruptions and to deal with such, the management intervened by applying effective managerial models and instruments. Different reasons occasion resistance to change in organizations, especially the use of technology. Firstly, employees view technology as a threat to their jobs as it can render them redundant. Secondly, the professionals were afraid of adopting a new organization structure and culture as the most preferred status quo.

Responding to changes is an integral part of any organization’s strategy. The need to respond to these changes implores on an organization to apply specific strategies and assess their effectiveness in leading to the desired outcome. Internal and external forces lead to change. For CHE Behavioral Services, internal matters like organizational culture, diversity in the workforce, and leadership approaches push the firm to embrace change (CHE Behavioral Health, 2020). Externally, forces like competition, economic conditions, changes in health care delivery models and technology push organizations like CHE Behavioral Services to embrace change.

Better communication strategies are essential in tackling any potential resistance to change, particularly if employees do not understand the new changes (Cameron & Green, 2015). In this case, the management responded by convening a stakeholder forum to

communicate the changes and their importance to the overall performance. During the sessions, interested parties called for the purchase of new equipment that would ease decision-making and minimize any resistance. Embracing technological sound equipment at the facilities allowed the organization to improve customer services and employees’ performance. The implication is that technology plays a fundamental role in service delivery and enables the organization to venture into research and development with a view of creating new products and even services. Through these innovative and market-driven mental health care products, the organization becomes not only sustainable but also competitive in the market. Also, it enhances its reputation in the market and industry. Through a collaborative approach with the stakeholders, the organization addresses any challenge that impacts change.

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Stakeholders: Effects and Responses

Stakeholders at the organization seek quality care, and the firm used different strategies in the transition process. The organization employed the Kurt Lewin change model. The approach has three stages that include unfreezing, changing the design, and refreezing (Cummings et al., 2016). Using the model, the organization implemented changes to understand what patients want and how they should motivate their employees to deliver quality services. Based on the model, the organization discovered that reduced motivation, poor conditions at work, and poor communication were leading to low-quality service delivery. Imperatively, the use of the model was active and prosperous for the organization as it allowed it to better respond to the issues.

Change impacts both internal and external stakeholders. The changes have resulted in improved performance for the organization as they motivate employees to offer quality outcomes. At the refreezing stage, the organization implemented the changes leading to a better reward system for employees and enhanced revenues for shareholders (Wang et al., 2018). The changes were incorporated into the organizational culture. Through this approach, stakeholders can access the information they need and attain better communication strategies. The utilization of computer technology allows stakeholders to use health records and access other service providers with ease. The use of highly competent and skilled personnel leads to high performance.

Collaborations are critical in care delivery, as demonstrated by the management at CHE Behavioral Services. Collaborations lead to sharing of information, improved efforts in research and development and overall increased utilization of data to share ideas (Cameron & Green, 2015). Collaboration has improved quality care to patients and allowed the organization to respond to competitiveness in the market. The adaption of flexible rules and proper application of technology enables the organization to assess patients and meet their needs. To compete successfully in the industry, the organization has embraced diversification of its operations and services. Further, the organization continues to invest in research and development to allow it to develop responsive products and services to its clientele.

Effects of Change on Interdepartmental Collaboration

Several departments in the facility believe that the changes are beneficial. Change has led to improved and better communication within departments as the organization continues to embrace the use of digital platforms like electronic health records and leveraging on big data to make decisions. Through these devices, members share information in real-time. Consequently, management can make effective decisions (Ginter et al., 2018). Departments have also expanded in their service provision as they partner with other entities for better service delivery and outcomes to patients. Further, the increased focus on research and development means that the organization has expanded its departments for sustainability and better services in the future.

Evaluation of Response of the Leaders to Change and Strategies

Change is key to success in any organization. As a result, the leaders at the organization emphasize and focus on changes to impact overall performance. Technology affects health care delivery, especially at a moment when telehealth and telemedicine are models relevant to overall quality primary care outcomes. These changes happen dues to a dynamic environment and the need to respond to the changing healthcare provision. Imperatively, the approach used by leaders in the organization was practical and based on the need to develop respond to changes in technology shaping the health care industry. Change only happens when leaders communicate the urgency for it and use effective strategies as well as models (Wang et al., 2018). The implication is that the organization’s leaders used a more transformational approach to attaining and incorporating change in the organization to align with technology.

Recommendations

The leaders at CHE Behavioral Services can alter the plan to ensure that changes are effective. Firstly, the organization should prioritize the transformation and adoption of technology to enhance service delivery. The leaders could have adopted a more collaborative approach to change by being champions and agents for the same. Creating a vision and urgency for change is critical to successful implementation (Ginter et al., 2018). In this instance, the leaders should have modelled change to attain buy-in from employees. Evaluating the impact of change is critical to its overall positive effect on the organization. Leaders in the firm must ensure that they assess the overall implications of change.

Conclusion

Change is inevitable, and the transformation in the health care industry, as well as diversity in the population, implore on leaders to embrace better delivery models. Both internal and external forces trigger the change that leaders should understand. Health care organizations like CHE Behavioral Services should adopt different communication and change strategies to attain a buy-in from employees and reduce resistance. As demonstrated, health care organizations should embrace the transformation to respond to the dynamic business environment.

References

Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the

models, tools and techniques of organizational change. Kogan Page Publishers.

CHE Behavioral Health Services (2020). About CHE. Retrieved from

https://www.cheservices.com/about-us

Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps:

Rethinking Kurt Lewin’s legacy for change management. Human Relations, 69(1), 33-60.

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care

organizations. John Wiley & Sons.

Wang, Y., Kung, L., & Byrd, T. A. (2018). Big data analytics: Understanding its capabilities and

potential benefits for healthcare organizations. Technological Forecasting and Social Change, 126, 3-13.