Managing Change In Organization And Enhancing Performance

We all know that it can be very hard and difficult to get use to change, mostly when a single person has become accustomed to doing the medical records the old fashion regular way. Nonetheless, there has been new technology keep arriving and it’s making the medical record so much easier with the innovations of today world. So the management must make changes to compose and motivate their employees so that they can be gladly fine of the new technology (Robbins, 2011). Healthcare are starting to use electronic medical records for different services across the health care world, although the change is not

Leaders change systems, structures and policies that have not yet been confronted. They hire, promote and develop employees who can implement the vision for change. In addition, they revitalise the process with a new round of projects or change agents.(Cengage Learning AUS, 2015)

As an organization that pride itself on continuous improvement it is time to move away from an electronic medical record (EMR) to an electronic health record (EHR). The organization currently utilizes three different EMR, each for different reasons. This has and will continue to make accessing patient information difficult and inefficient as access to each database is dependent on individuals role within the organization. Overall, this will continue to influence patient care negatively. Currently, only nurses have the ability to enter and change orders, therefore, all orders must be given verbally to the nurse or be written down. Further, the system only contains information of each clinics patients and not across the

They have to enlist others in a common vision (p. 17). The challenge, Kouzes & Posner says is to turn the idea into an inspired vision (p.106). The leader needs to imagine the possibilities and find a common purpose. The authors refer to James MacGregory Burns transformational leadership theory asserting that people commit to causes, not plans (p. 122). In order to have a transforming effect, the leader must raise the level of human conduct and ethical aspiration of both the leader and follower. Just like Kotter (1990) outlines the methods to change an organizational culture is by telling stories, using symbols, the designing of physical space, using jargon, rituals, etc., Kouzes & Posner suggest the same thing when they explain the power in using symbolic language to communicate a shared identify and give life to a vision (p. 143). When challenging the process, leaders know that in order to bring change they have to experiment and take risk (p. 19). The authors indicate that “proactive people tend to work harder …[by being] persistent in achieving their goals (p. 169) and treat every job as an adventure (p. 184).”

I still remember the days before EHR were started. I was working as a Health Unit Coordinator, and was responsible for getting the patient’s charts together and all the required forms that will be used for the patient doing there admission. The charts were broken down upon patient discharge, and sent to medical records. The charts would have to be requested again from medical records in the event that the patient was admitted again at a later date, and the physicians and nurses would have to go through the charts to review the patient’s history. Health Care has come a long way since then. In this paper there will a discussion and examination on the current use of electronic health records and its relationship to health care. All of the providers and nurses that are responsible for the patient’s care, are able to review and share information on the patient. Any nursing care information that is beyond the basic compliance data, is not often included in the data that is being stored though EHR Today, nursing care data, beyond basic compliance data, is very seldom included in this data which is being stored electronically, even though there are studies that showing that including nursing problems will improve the accuracy of healthcare cost and patient outcomes. Welton, Halloran, and Zone-Smith (2006). By

In the nursing field change is a daily reality. The continuing improvements in health care mean that there are continually changing ways to provide health care. Anyone who has been in the nursing field for any amount of time is sure to have uttered the words “Do you remember when we used to…?” From a nursing point of view not all change is positive, and not all change is welcomed. Every change is however aimed at providing the best care and achieving the best possible outcome for the patient. This project will outline the process that will be used to introduce the nursing staff here at DWU Virtual Hospital to the change of implementing electronic medical records.

Reinforcement: Encourage staffs to take initiatives and make the required contributions. Apply inclusive workplace culture to empower staffs to lead and manage decision.

According to Kotter (1990), “Leadership seeks to produce organizational change by: developing a vision of the future and strategies for making necessary changes; communicating and explaining the vision, and motivating and inspiring people to attain the vision.”

Health care organizations that choose to convert to an electronic medical record system (EMR) have several advantages; most important it increases patient safety, efficiency, cost-effectiveness and security. Accepting such a transition also presents with its share of challenges like preparing for the required significant time obligation and resources that will make the transition a successful one. Leadership and management must create an atmosphere that will get the buy-in of all stakeholders. Providing information about the process and what methods will be best to make the conversion to an EMR system is an important aspect of the implementation

Would the change pose a threat to a familiar or established situation where routine, predictability and comfort rule the day? But then on reflection, changes could have a positive effect, perhaps a change could open up an opportunity to learn new technologies and thereby an advancement in personal and professional development.

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

The merging of public expectations into a business model is not just about implementing change in an organization. It's about recognizing that change is for a reason of improving the wider social or community benefits and integrating bottom line profitability potentials. To make this happen, there has to be a blending of these values such that both elements of the new organization are realized an effort that is only now just beginning to happen (. Many organizations seem to want to achieve this goal even if it means moving their operations into the field of chaos where innovation gets to mix with opportunity.

In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive