Evidence-Based Organizational Change
NSG 6630 Week 10 Project Assignment: Evidence-Based Organizational Change—Part 2
Assignment: Evidence-Based Organizational Change—Part 2
Instructions
Evidence-Based Organizational Change—Part 2
In Week 7, you began preparing an executive summary of an evidence-based organizational change to improve one aspect or focus of the healthcare organization’s strategic plan . This week, you will finalize your executive summary and submit your assignment .
The purpose of the executive summary is to prepare a presentation for an audience of key stakeholders, such as a board of trustees or group of nurse executives and/or policy makers .An executive summary is a 2–3-page overview written in easy-to-understand language highlighting the essence of the evidence-based organizational change .
Week 10 Tasks
Begin this assignment by incorporating the instructor’s feedback on the assignment you submitted in Week 7 .
Then, prepare a 2–3-page paper addressing the following:
Create an executive summary of the evidence-based organizational change to improve one aspect or focus of the healthcare organization’s strategic plan regarding your selected topic or area of interest .The text in the summary should be double-spaced .
Develop your rationale for implementing the evidence-based practice change by including the following:
An overview of your chosen topic or area of interest and rationale for selection .
An explanation of the change theory you selected and its goodness-of-fit .
A brief analysis and comment on your literature review findings and the qualitative data gathered in support .
ADDITIONAL INFORMATION;
Introduction
Organizational change is a process in which an organization undergoes a shift in strategy, process, technology or culture. The goal of organizational development is to encourage organizations to innovate and adapt rapidly to changing markets and customer needs. The success of organizational change initiatives has increased with the use of organizational development theory.
Organizational change is a process in which an organization undergoes a shift in strategy, process, technology or culture.
Organizational change is a process in which an organization undergoes a shift in strategy, process, technology or culture. Change may be planned or unplanned; positive or negative; incremental or radical; sudden or gradual.
The term “organizational change” encompasses many types of activities that have been performed by organizations over time:
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Changes to organizational structure (e.g., mergers)
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Changes to organizational mission and values (e.g., rebranding)
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Changes to business processes such as product development timelines
There are four distinct ways organizations can initiate change.
There are four distinct ways organizations can initiate change.
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Top-level executives can initiate organizational change by making a commitment to the business, investing in new strategies, and then communicating those strategies to their employees and stakeholders.
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Middle managers can initiate organizational change by providing direction for those lower down in the organization or promoting innovation within their departments. They may also be responsible for implementing new practices or policies that have been approved at higher levels of management (e.g., being accountable for implementing new technology).
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Employees are at the heart of any successful strategy for improving performance within an organization; however, it is important not just to ask them what they want but also why they do what they do and how changing those factors might affect their ability to accomplish goals effectively over time!
Change is usually initiated by top-level executives and then executed by middle managers.
Change is usually initiated by top-level executives and then executed by middle managers. The vision of the organization is set by the top executive, who can be replaced. Middle managers are responsible for executing change within the organization, but they cannot be replaced as easily because they are closest to day-to-day operations.
The goal of this approach to organizational change is not necessarily to implement new ideas or procedures but rather to improve performance through better systems design and implementation (see Figure 1).
Technology-driven change occurs when the organization’s technology either requires updating or advancing to remain competitive.
Technology-driven change occurs when the organization’s technology either requires updating or advancing to remain competitive.
In order to make sense of this concept, we need to first answer two questions: what is “technology” and why does it matter? Let’s start with the latter. In order for an organization to succeed in today’s business environment, they must be able to leverage technology effectively not just as an end unto itself but rather as part of their overall strategy for success. Technology provides organizations with powerful tools that allow them not only increase productivity but also improve customer satisfaction through improved service delivery or product quality control. It can even help reduce costs by eliminating waste caused by manual processes that are no longer necessary because they have been automated through automation technologies like artificial intelligence (AI).
External forces such as competition, customers and suppliers can require the development of new strategies within the organization.
External forces such as competition, customers and suppliers can require the development of new strategies within the organization.
For example, if you are a retailer and your main competitors have been offering their products at lower prices than you in order to gain market share then you may need to consider developing new marketing strategies as part of your business plan in order to remain competitive.
In another example, if a large number of customers are dissatisfied with their current supplier then they may choose not to buy again from them unless they change what they do or how they do it (e.g., offer better customer service).
The success of organizational change initiatives has increased with the use of organizational development theory.
Organizational development theory can help leaders understand the change process and identify and address barriers to change. Leaders should consider how their organization looks from a different point of view than their current lenses, which may include:
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A different body of knowledge (theory)
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A different perspective on an issue or problem that they have been working on for years.
Conclusion
The use of evidence-based approaches to organizational change has been proven to be effective. Organizations that use these approaches have higher levels of employee engagement, employee satisfaction and productivity. These results show that there is no doubt in the benefits of evidence-based approaches to organizational change; however, it is important for managers to understand how these changes are being implemented at their own workplace before implementing them on an organization-wide scale.
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