Monitoring of the change in the organizational management is an important process especially to new organizations which are in need of the maintenance of the organizational culture. An information Technology organization must learn to monitor this change due to the constant need for high-quality performance at all the time. The lack of harmonization of patient’s information necessitates the need for change in organizational management in the case of this paper. This research paper looks at the changes that need to be made in the case of generation of Health Information system to harmonize patient’s information and prevent loss of their details.
Body
Data collection
The data for this research is collected from various research papers and through the use of interviews. According to Williams, (2013), a culture of transparency is very critical in the normal operations of the healthcare systems. In fact, most people abhor change in the standard line of operation. Change in management may sometime come along with a change in the structure of operation and ways to work. The impact of this may be negative or positive depending on the reception of the worker and the changes it would introduce in the working environment. Different people have a different level of skills (Goetsch & Davis, 2014. Loss of information at the working environment is usually due to the use paperwork which often results in errors that may cause loss of the details of patients.
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According to Tidd, Bessant & Pavitt, (2005), change in IT organizational management occurs in different forms mostly for the goodness of an organization. One of the best ways of effecting change in is the recruitment of staff for new roles or training of the existing staff to be able to take new roles. The new skills gained are applied in the process of change initialization. Other important issues during the change process are the sustenance of the engagement and process optimization. The sustenance of the engagement of the employees in the health care system is significant to the process of change management. Moreover, the process of change initiation is important with regards to the process development of the future leaders in the healthcare sector (Golant et al., 2015).
From the research conducted by Wager, Lee & Glaser, (2017), the IT staff of the organization plays an important process in the initiation and the implementation of the change process. The key issue considered by the leaders is the proper training and acquisition of skills by the current and the new staff. This process ensures that the skills and knowledge of the employees in the organization are always at the top level irrespective of the change in the management and recruitment made within the organization. The training process is not sufficient if the required resources for normal operation are not availed. Thus the role of the management team is the mobilization of the resources and availing them at their disposal. The absence of resources acts as a significant hindrance to the change process and in most cases hampers smooth transition (Zimmerman, Swider, & Arthur, 2017).
Interview
Interview with the IT manager
What are the measures put in place to ensure that the training of the employees focuses on the facilitation of the change process?
The niches in the operations of the information management system are analyzed, and the possible needs for improvement noted. Moreover, the employees are made aware of the change initialization process.
Are the resources available enough to initiate the change process within the organization?
Yes, the resources are available, but the management team must continue providing more of the resources.
What are the expected implications of the change process in the organization?
The IT management expects improvement in the operations of the employees and reduction in paperwork within the organization.
What are the challenges or benefits accrued by an upgrade of the electronic system of the organization?
The time it takes for the employees to adjust varies. Moreover, so many resources are used in training of the employees, and this impacts the overall profits negatively.
Does the new electronic system have any impacts on the consumer view of the organization?
Absolutely yes. The efficiency of work has significantly improved within the organization.
Interview with the employees
How do you rate the organization before and after the initialization of the change process?
There is a significant improvement in the workflow rate and efficiency of work with the introduction of the new change process.
Do you feel the change process is sufficient to meet the demand of the clients in the organization?
I think the change process should be more dynamic and comprehensive to take care of the needs of every client and employees. The analysis of the pros and cons of the method should be done with the total involvement of everyone.
What kind of changes do you expect the organization to put in place?
The changes that would be provided by the organization mainly entails an upgrade of the information management system to be more comprehensive to create, keep and manage all the client's details without any problems.
How is the communication of the IT management concerning the change process?
The communication is great. In fact, every employee receives an adequate briefing about the change process.
Are the improvements you would wish the management to consider?
Yes, the management should consider collecting the views of the employees before coming with development in the organization.
The senior staff agrees that their primary role is ensuring that the change in the management would positively impact the health care system. In situations where the effects of the shift are suspected to have no positive, the switch would be omitted and the status quo maintained. In such circumstances, the problems and the benefits of the change process are analyzed and weighed to determine which side is more substantial. The most critical issue in the change process is the upgrade to an electronic system of managing the patients’ information. The IT staff must be competent to control the system (Kharadze et al., 2017).
The staff member of the organization appreciates that change is an inevitable process that must be embraced in all situations. The demands of the staff revolve around the readiness of the organization to move to an online system that would provide the best outcome at the workplace all the time. Moreover, the working environment must be suitable, and this is also left for the administration. The staff is willing to accept any change process for as long as they can understand it fully (Cameron & Green, 2015).
Data analysis
The data collected through qualitative approach involving interviews. The findings are part of this section of the paper. The change in the organizational management is in line with the Lewin’s model of change in the organizational management. This involves the unfreeze, transition and the freeze levels which were learned in the classroom. This change dramatically impacts the staff in that at the onset of the introduction of change; everyone always seems to oppose. The management and senior staff, therefore, understands the need to analyze a change process instead of resisting it blatantly. In fact, the impact of the change introduced ought to be explained to all staff to minimize opposition and encourage the smooth transition of the change in management and increased acceptance by the staff (Lewis, Passmore & Cantore, 2016).
It is a fact that the changes in the organization management bring excellent reward to the organization both socially and monetary. The work is made easy with the reduction in paperwork. Moreover, the frustrations of trying to find the patients information are reduced thus an indication of well-organized and friendly working environment. This social reward leads to employee motivation which in turn contributes to exceptional performance within the work environment. On the other hand, the organization would be able to maintain the current clients and even get more referrals. The staffs need to maintain clients information is significantly reduced thus the reduction in the economic output.
Conclusion
In conclusion, the change realization process is critical to the achievement of success of the healthcare management process. Despite the positive impacts of change, change can sometimes bring negative impacts especially in situations whereby the staff does not approve the change. The approach for transition involves unfreeze which mainly involves opposition; transition which denotes the act of beginning to change the mind and finally acceptance indicated by the freeze.
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.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence . Upper Saddle River, NJ: Pearson.
Golant, B. D., Sillince, J. A., Harvey, C., & Maclean, M. (2015). Rhetoric of stability and change: The organizational identity work of institutional leadership. Human relations , 68 (4), 607-631.
Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of Management Journal , 56 (1), 1-13.
Lewis, S., Passmore, J., & Cantore, S. (2016). Appreciative inquiry for change management: Using AI to facilitate organizational development . Kogan Page Publishers.
Tidd, J., Bessant, J., & Pavitt, K. (2005). Managing innovation integrating technological, market and organizational change . John Wiley and Sons Ltd.
Wager, K. A., Lee, F. W., & Glaser, J. P. (2017). Healthcare information systems: a practical approach for healthcare management . John Wiley & Sons.
Williams, C. (2013). Principles of management . South-Western Cengage Learning.
Zimmerman, R. D., Swider, B. W., & Arthur, J. (2017, January). Differentiating Occupational Change Versus Organizational Change. In Academy of Management Proceedings (Vol. 2017, No. 1, p. 12275). Academy of Management.
Kharadze, Natalia, Ekaterine Gulua, and Dugladze Davit. "Free-Time Management among Master’s Degree Students of Georgia." European Journal of Social Sciences Education and Research 11.2 (2017): 24-33. http://journals.euser.org/index.php/ejes/article/view/2577/2518
