Feb 23, 2024 LDR 615 Change Initiative Creating Vision Assignment
LDR 615 Change Initiative Creating Vision Assignment
LDR 615 Change Initiative Creating Vision Assignment
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The organization’s name is University of Texas Medical Branch (UTMB). The University of Texas Medical Branch, located in Galveston, Texas, was established in 1891 as the University of Texas Medical Department (UTMB Health, 2020). Originally, the facility included a hospital and a school. However, the institution has steadily grown to include six hospitals, a large network of community-based and campus clinics providing specialized and primary medical care, and four schools. In addition, the facility houses an affiliated Shriners Burns Hospital as well as a variety of modern amenities (UTMB Health, 2020). The mission of UTMB is to advance disease and injury understanding and treatment through innovative research at the bedside and in the laboratory. Through research, education, and clinical care, the institution ensures skilled and patient-centered health care while also contributing to the future of health science (UTMB Health, 2020). Overall, the UTMB’s mission is to “improve health for the people of Texas and around the world through innovative education and training, cutting-edge research, and the highest quality patient care.” UTMB stakeholders include medical students, health networks, staff, healthcare providers, patients, the local community, the health system, and financiers. In essence, every stakeholder is critical to the success of the organization’s vision and is responsible for mission implementation in order to meet both long-term and short-term goals.
Organizational Change’s Driving Forces
The healthcare industry is currently undergoing transformation, which is being driven by both internal and external forces. Administrative processes, financial resources, human resources, physical resources, profitability issues, physician decision making, and physician and hospital supply are all examples of internal forces, according to Borkowski (2016). Healthcare complexity, technological advancement, demographics, economic issues, healthcare reforms, decentralization of care, dissatisfied consumers, increased focus on wellness, and regulatory issues are some of the external driving forces. Fundamentally, these driving forces stem from the current ever-increasing dynamics of the health system, which are fundamentally different from those of previous decades (Borkowski, 2016). Consumer purchasing power, managed care and related practices, the scramble for market share, insurance risk assumption, and emerging roles for care providers, patients, and employers are all part of the current healthcare dynamics. These powerful influences are expected to grow in the future due to the dynamic nature of the healthcare industry. As a result, healthcare organizations must plan ahead of time to avoid the disastrous consequences of these forces. These forces also have a direct impact on the organization’s viability. As part of the healthcare system, the organization is influenced by a variety of interdependent internal and external factors that influence its routine operations, strategic plans, and future plans for success. These driving forces influence its viability by either assisting or impeding the organization’s success. As a result, the organization should be prepared to change in order to adapt to these forces.
Specific Problems That Technology Can Cause in the Healthcare Setting
Technological advancements have significantly aided in the improvement of care quality (Coccia, 2015). 3D printing, for example, can be used to create hearing aids, prosthetics, and customized dental devices. Other contributions include the use of electronic health records, more comfortable scanning equipment, better monitoring systems, and minimally invasive surgeries that reduce patient recovery time. In essence, the impact of technology in the healthcare industry is limitless; however, technology is associated with certain issues, such as being limited to human factors because no technology can satisfy everyone. The other issue is ethical, because navigating technological developments may result in unintended consequences such as data integrity compromise (Coccia, 2015). Furthermore, technological advancement cannot be uniform in all settings, both locally and globally, which can lead to care fragmentation.
Forces Driving Organizational Change
External forces are change triggers that occur outside of the organization and are generally beyond the organization’s control. Economic and political forces, new laws and policies, and competitive pressures are examples of such forces (Suri & Yadav, 2020). External social forces include changing social trends that require health care organizations to respond appropriately. For example, the COVID-19 pandemic has increased the proportion of depressed adults in the United States from one in ten to four in ten (Panchal et al., 2021). Such social changes compel health-care organizations to plan for an increasing number of patients and devise strategies for meeting their needs. Internal forces include structural changes, shifts in workplace dynamics, and reorganization, as well as other factors that are created and shaped by specific rules. Internal forces primarily seek to improve health-care outcomes. Demographic and technological forces are good examples.
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LDR 615 Change Initiative Creating Vision Assignment
In terms of the origins of internal and external driving forces, it is correct to conclude that changes are unavoidable in an evolving world. Systems and processes must be replaced as time passes in order to improve efficiency. To effectively adapt to changing social and political environments, similar changes are required. Policies governing paper-based medical records, for example, cannot be applied to electronic records. When using electronic records, the privacy risk is high, and different control measures are required. Furthermore, technology allows for more efficient care and has become indispensable in today’s health-care system. Given this, the forces are natural and unavoidable in all human sectors, and the health care industry will be significantly impacted.
Internal and external forces have a significant impact on the viability of an organization, whether acting independently or jointly. For starters, they influence how care is delivered and the resources needed by the organization to achieve its objectives. A good example of this connection is technological forces. Technology has emerged as a critical enabler of the safe, accessible, and high-quality health care required for patient-provider communication, detailed patient analysis, and remote patient monitoring (Mitchell & Kan, 2019). Because of its increased use, the organization must make the necessary adjustments in various departments to accommodate technology-related changes. Failure to respond has a negative impact on the quality of care. Overall, the forces force the organization to be dynamic and adaptable to change. They also force it to adopt change-supportive cultures if it improves health outcomes and aligns with its mission.
Specific Issues and Demographic Forces
Every day, a wide range of patients seek medical attention for various diseases at health care facilities. Health outcomes are determined by the type of care received, which is further determined by the patient-provider relationship and the level of competence of health care professionals. Because of the diversity of patient demographics, health care organizations must be equally diverse in terms of gender, cultures, ages, and experience. The need for a diverse health care team forces health care organizations to be highly inclusive as an internal driving force.
There is a high possibility of changed workplace relationships, policies, and cultures as a result of the need for a diverse workforce. For example, an inclusive workplace will compel health care providers to collaborate in groups. Such groups form the foundation of holistic and culturally competent care (Nair & Adetayo, 2019). Another possible outcome is the development of new human resource policies to guide the acquisition and development of human capital. Aside from skills, the human resources department must prioritize inclusivity and diversity during the recruitment process. More programs promoting inclusivity and diversity within the organization will also be needed.
LDR 615 Change Initiative Creating Vision Assignment
In a written paper of 1,250-1,500 words concerning LDR 615 Change Initiative Creating Vision Assignment, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:
Describe your organization, include the organization’s mission, and identify the various stakeholders.
Identify the external and internal forces that drive organizational change in your field or industry. Explain the
LDR 615 Change Initiative Creating Vision Assignment
origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.
Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.
A company’s vision is not always about looking towards the future but finding something that defines a sense of purpose that inspires the company to work like a team towards a common goal (Davidson, 2009). When it comes to strategic planning, having a vision statement is important to describe where the company wants to be along with performance measures and an action plan. These things are important when developing change initiatives within an organization (Getz, 2021). Change is the one constant in any organization. To have a successful change initiative, a goal or business intent must be clearly defined (Hughes, 2008). It’s not about implementing a new system or policy but about creating an environment that allows employees to embrace change (Hughes, 2008).
When implementing the change initiative, a great leader considers their stakeholders and how the change will affect them. They also consider their needs and influence within the company to help ease their resistance to the upcoming change. The leader also gages their organization readiness before implementing the change plan. While some companies can implement new processes and procedures organically, there are some companies that need time and patience before executing company changes.
A vision that I have viewed that inspired successful change was at my previous job. Whenever new changes were implemented, there were many meetings held amongst the directors and managers to create plans and strategies to help increase efficiency within the organization. When those changes were implemented, they were relayed to us in phases and meetings which explained what the change was and how it would affect us in what way. This was great because like in many organizations, there was always a small group of people who were resistant to the changes that were made.
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Explain how your organization or division will respond to this impetus.
Predict the reactions of employees at various levels of the company to your proposed change initiative.
Create a vision for the future and make it a reality. Describe the relationship between your vision and the organization’s mission, as well as how you plan to deliver your vision to key internal stakeholders.
Be specific about how your vision will help internal stakeholders support the reform effort. Stakeholders may raise concerns, and you should discuss how you will respond to them. Assignment: LDR 615 Creating a Vision for the Future
Use the APA Style Guide in the Student Success Center to format this LDR 615 Change Initiative Creating Vision Assignment. There is no need for an abstract.
Use a rubric to grade this LDR 615 Change Initiative Assignment. Preparing for the task requires familiarity with the rubric, so please study it before beginning.
This assignment must be turned in to LopesWrite. If you need help, check out the articles in the LopesWrite Technical Support library.
N.D. defines organizational development as an effort to improve an organization’s ability through matching strategy, structure, people, measurements, and management processes. Human resource management, change management, organizational behavior, and research analysis are all part of OD’s scientific foundation. (What Is Organizational Development?, n.d.) “
When it comes to modern businesses, organizational development (OD) is a critical tool for resolving issues, boosting efficiency, and elevating results.
Organizational development (OD) aids in the implementation of change by ensuring that the company is better equipped to respond to and adapt to market and technology shifts (Sutherland, 2019)
Employee development, product and service enhancement, and more profits are all possible outcomes of OD for the organization (Sutherland, 2019)
. My hospital’s patient mobility safety program is an example of how we’ve improved our company. Employee injuries and patient safety have been the primary goals of this program. Employees in each area received training from key members of the organization’s staff. Several new pieces of equipment and new procedures have been installed. Staff were able to shift patients between beds and between beds and chairs using this equipment. They were also able to move patients within the room. The effective use of the apparatus would reduce worker injuries and patient falls. Previously, if an employee was hurt lifting more than 35 pounds without using the proper equipment, the employer was not responsible for covering the costs of their care. Initially, there was resistance from the staff, but they now welcome the equipment.. Patient mobility has been made easier and safer thanks to the new equipment.
References
Sutherland, C. (2019, February 14). 5 key benefits of organizational development. explorance. Retrieved October 9, 2021, from https://explorance.com/blog/5-key-benefits-organizational-development/
What is organizational development?(n.d.). Association for talent development. Retrieved October 9, 2021, from https://www.td.org/talent-development-glossary-terms/what-is-organization-development
5 Key Benefits of Organizational Development and How to Achieve Them
A good way to achieve high efficiency and increased productivity is through dedicated organizational development (OD).
explorance.com
What is Organization Development | The 5 Phases of OD Strategies
Organization development (OD) is an effort that focuses on improving an organization’s capability through the alignment of strategy, structure, people, rewards, metrics, and management processes.
www.td.org
Resources
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Leading Change Through Vision
Read “Leading Change Through Vision,” by Huyer, from Leadership Excellence Essentials (2014).
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=96583824&site=ehost-live&scope=site
The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read Chapters/Steps 2 and 3 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
LDR 615 Change Initiative Creating Vision Assignment
View Resource
What Everyone Gets Wrong About Change Management
Read “What Everyone Gets Wrong About Change Management,” by Anand & Barsoux, from Harvard Business Review (2017).
… Read More
https://lopes.idm.oclc.org/login?
As a leader, creating a vision for the future is important so that others understand what the future hold and how they are going to get there (Huver, 2014). A vision can create excitement and engage the team. If a vision is well communicated, workers may start to create their own vision within the leader’s vision making the future even more successful (Huver, 2014). A vision needs to be talked about frequently and in small amounts so that it is in the forefront of the employees’ minds. The leader living the vision is seen by the employees which furthers the engagement of the team (Huver, 2014).
One vision that I have been involved in is trying to reduce the number of catheter associated urinary tract infections (CAUTI). This can happen when a urinary catheter is inserted and left in for an extended time without proper care. The vision I had was to implement a vision board which showed the number of foley catheters on the unit and the number of foley catheters removed. The goal is always to only have foleys that are medically necessary. By creating the simple vision board and hanging it on the unit, the charge nurses were to talk about the numbers every day during the daily huddles. This kept the information at the forefront of the nurses’ minds. I then created a foley frenzy board which nurses could put their names on if they removed a foley. At the end of each month a do a drawing for a prize. Our unit has now been CAUTI free for almost two years which is outstanding. The nurse’s engagement in this project was outstanding and they run the vision board by themselves now.
Course Code Class Code Assignment Title Total Points LDR-615 LDR-615-O500 Change Initiative: Creating Vision 200.0
Criteria Percentage Unsatisfactory (0.00%) Less than Satisfactory (74.00%) Satisfactory (79.00%) Good (87.00%) Excellent (100.00%)
Content 70.0%
Presentation of Organization (Mission, Stakeholders, Driving Forces in the Industry or Field, Viability of Organization, etc.) 10.0% No organizational description is presented. An incomplete description of the organization is presented; significant details regarding the mission and stakeholders have been omitted. Evaluation of organizational viability and driving forces is missing or incomplete. A general description of the organization is provided; some details necessary to understanding the mission of the organization, and its stakeholders are missing. Evaluation of organizational viability and driving forces is incomplete or lacks of support. A description of the organization is provided, including most major details necessary to understanding the mission of the organization and its stakeholders. Evaluation of organizational viability and driving forces provides insight into organizational viability, but evaluation lacks sufficient support and some minor details are missing. A description of the organization is provided, including all major details necessary to understanding the mission of the organization and insight into the various organizational stakeholders. Evaluation of organizational viability and driving forces contains strong support and provides clear insight into organizational viability.
Analysis of the Effect of Specific Driving Force on Organization or Department 15.0% Analysis of specific driving force and the effect of this force on the organization or department is not presented. Analysis of specific driving force is presented, but it is incomplete. Specific organizational or departmental issues resulting from the driving force are not discussed. Analysis of specific driving force is presented, but it lacks details and supporting evidence. Specific organizational or departmental issues resulting from the driving force are generally discussed. Analysis of specific driving force is presented, including major details and general supporting evidence. Specific organizational or departmental issues resulting from the driving force are discussed. Analysis of specific driving force is logically presented, including all relevant details and strong supporting evidence. Specific organizational or departmental issues resulting from the driving force are cl
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