The organizational change in line with the article is about ethical behaviors among the employees and the management. It seeks to create a cohesive environment for work and other responsibilities for instance interaction with the external environment.
The change so far realized in the organization, is all about the ethical behavior of the employees and the human resource personnel handling of the employees. Initially, there seemed to be a rift between the employees and the management, but since the introduction of the relevant schemes of reference for employee coherence, things are set to be good ( Dinh, Lord, Gardner, Meuser, Liden, & Hu, 2014) .
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The handling of the employees, as well as the prioritization of their whereabouts regarding performance appraisals, speaks volumes of the manner in which organizational change has taken place in the firm.
Leadership as a whole, needs to focus more solidly on how things work in the entire ranks of the firm. The structural change in an organization, as well as the change in attitude, is enough reason for the overhaul of events in the organization of focus.
In any standard set up of an organization or formal groupings, resistance forms part of the entire process. There are always the opposing side and the proposition side. Opposition to a change in our case amounts to about 10% of the whole population. The resistance does not directly focus on the change itself, it sometimes meanders on some aspects that are related to the change.
The change in as far as the organizational leadership is concerned aimed at revolutionizing the state of affairs of the firm. The issues of the firm are majorly concerned with the creation of an enabling business environment for work as well developing a culture and tradition for cohesion among the employees and the leadership as a whole. People will also need to know why the new change is so much required and leave the other past changes the event where communication becomes so imminent. Once these individuals acquire the necessary training and prerequisite knowledge concerning the changes occurring in the organization, a leader gives them the authority of solving challenges cropping up. All said and done; a leader who manages change must always be a role model; he must be a person who embodies the mission and vision of the organization and keeps the group under him focused and moving ahead ( Dinh, et.al., 2014) .
The stakeholders of the project for organizational change from the articles are the employees, the leadership and well wishers. There are other parties that are minor, for instance the suppliers and customers who have not featured out so well. The final result as aimed by the stakeholders is to ensure that everyone in the firm works out better in as far as realizing the financial goals, employee welfare goals and customer satisfaction amidst the hoovering challenges that exist ( Aarons, Ehrhart, Farahnak, & Hurlburt, 2015) . Healthcare providers have begun to suffer from a change fatigue phenomenon; the kind of behavior which occurs when people feel like they should impact a lot of changes at once. Some of the organizational changes have muted very fast and they have been forced to implementations without sufficient resources. Healthcare leaders need to ensure that the subordinate staffs possess a clear comprehension of the vision and strategic goals of the organization.
The best approach, according to my understanding of the case is to look at the issue as one party involved in solving the stalemate in the organization. The proposal would help in the knowledge of the problems at hand and thus addressing them.
References
Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., & Hurlburt, M. S. (2015). Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation. Implementation Science , 10 (1), 11.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly , 25 (1), 36-62.
