Organization Structure Analysis: Change management structures and procedures
HCA 545 Module 6 Organization Structure Analysis
Details:
1) Write a paper (1,250-1,500 words) that addresses the following:
a) Describe an effective organization’s management structure according to the content provided.
b) Compare this structure with that of your organization.
c) Identify change management structures and procedures in place to face challenges that inevitably occur.
d) What procedures would your organization follow if, for instance, a key figure such as the CEO, CFO, etc. should announce his/her resignation? What would you do differently?
e) Identify at least three challenges presented by the 2010 Health Reform Bill and how your organization has or should address them.
2) Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
3) This assignment uses a grading rubric. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment.
ADDITIONAL DETAILS
Change management structures and procedures
Introduction
Change management is an essential part of any organization. It’s the process by which you communicate, negotiate and implement changes in your company or department. In order to be successful at changing a culture or addressing issues that have plagued an organization for years, it’s important to understand how change happens best—and why it doesn’t always go smoothly.
Establish support networks
Establishing support networks for employees is critical to the success of change management. A good change management committee can help you set up a process for training and mentoring new team members, as well as providing them with the tools they need to succeed in their new roles. Make sure that this committee includes someone from HR or human resources who is qualified to handle employee questions about compensation and benefits, as well as another member from communications who is responsible for keeping everyone informed about what’s going on at work.
You should also consider how you’ll provide feedback from your stakeholders—this could include an annual survey or other methods of communication like email inboxes and bulletin boards at different locations throughout your organization (if appropriate).
Set up clear, actionable goals
Before you get started on your solution, it’s important to define the problem. What are you trying to improve? How can this change help people? What do you hope will happen as a result of implementing this change?
Once you have an answer for every one of those questions, ask yourself if there are any other specific goals related to achieving these outcomes. For example, if your goal is simply “get fit,” what other things could happen as a result of making progress toward that goal (e.g., losing weight)?
It’s also worth noting that while everyone has different definitions of success and failure when it comes to fitness—and many people might not see themselves as failures even if they aren’t reaching their personal standards—they probably all agree on what success looks like in terms of results (e.g., weight loss). So keep in mind that no matter how ambitious or realistic your initial ideas may seem at first glance, they should still be able to support something measurable so that anyone else involved can see how well they’re working toward accomplishing them!
Create an anonymous feedback system
An anonymous feedback system is a way to collect information about how your communication strategies and processes work. It’s important because it allows you to see what works, what doesn’t work, and how to improve the process.
For example: You can use an anonymous feedback system to test out different ways of communicating with people who are implementing change management initiatives. You might want to try giving them more frequent updates on their progress or asking them for their input on what they’d like you to do differently next time around (e-mails vs phone calls). This will help ensure that everyone involved feels like they’re being included in the decision-making process throughout the project’s lifecycle—and no one feels left out!
Make changes meaningful at all levels
The change management process requires that people at all levels of your organization be involved in the decision making process. It is important that everyone understands why a change needs to be made and what its impact will be on them, as well as how their roles are affected by this change.
This can be achieved by:
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Making sure everyone understands why there is a need for change (this includes the business case)
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Making sure everyone has an understanding of how their job responsibilities will be affected by this new system or process
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Making sure people feel included in creating the new system or process
Communicate honestly and frequently
To be successful at making changes, you need to communicate honestly and frequently. The first step is communicating with everyone affected by the change. This includes employees, customers and other stakeholders.
You also want to communicate in a way that is relevant to your audience—not just those involved directly in implementing a change but also those who can help support or oppose it. Communicating often will make it easier for people who might be skeptical about what’s going on with your company’s operations (whether they like them or not) when there are large shifts happening within its structure
Secure buy-in from everyone involved in the change
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Get buy-in from the top: If you’re going to make a big change, it’s important that your leadership understands and supports it. A good way to do this is by having an executive session with them where you can explain what’s happening and why.
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Get buy-in from the middle: Your middle managers should also be involved in decision making as much as possible so that they feel empowered to make changes when needed. This will help ensure that any problems are identified early on so that solutions can be put into place before they become major issues for your team or organization at large (e.g., “the new product launch went poorly because our marketing department didn’t communicate well enough”).
Change management should involve accountability, transparency and collaborative effort.
A change management structure should involve accountability, transparency and collaborative effort. These three elements are essential to ensure that the changes being made are done in the best way possible.
Accountability: Accountability involves ensuring that there is someone who can be held accountable for making sure that all parties involved in a project have their needs met throughout the process of change management. This person could be either an individual or group within your organization or even external parties such as clients or stakeholders in your organization (e.g., other departments). The purpose of this role is to ensure that all parties involved have access to information about what’s happening within the organization at all times so they can make informed decisions about how they want things changed/improved upon based on their needs as well as those of other people involved with changing processes within companies such as yours! It’s also important because if something goes wrong then someone will need blame when something goes wrong; otherwise everyone might think everything’s fine when really nothing has changed except maybe some paperwork which may not seem like much but could lead towards better results overall because now everyone knows exactly where they stand before starting new projects together again after finishing off old ones successfully first time round.”
Conclusion
This article has covered a lot of ground, but the most important takeaway should be that change management is about building trust and accountability. If you want your organization to make meaningful changes – whether it’s in terms of cutting costs or improving operations – then you need to get buy-in from everyone involved in the change. The best way to do this is by ensuring that your decision makers are held accountable for their actions and given plenty of time and resources so they can do their jobs effectively.
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