Change Management in Al Noor Hospital

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The Journey of Noor Hospital During Change

Submitted by:
Rami Nour Al-Smadi

Monday April 11th 2011


Table of Contents
3Case Summary4
4.1The Nature of Change7
4.2Typology of Change8
4.3Process of Change9
4.4Factors Effecting Change:11
4.4.1Deep structure11
4.4.2Single-loop learning12
4.4.3Leadership styles and behaviors12
4.4.4Power, Politics and Stakeholder Management15
4.4.5Organization Transitions17
8Appendix 1 – Quality Policy23
9Appendix 2 – Organization Chart24
10Appendix 3 – Interview with Executive Director25
11Appendix 4 – Interview with Director of Nurse Supervisor27 12Appendix 5 – Interview with Line Manager29
13Appendix 6 – Minutes of meetings31


Which comes first, change or quality? Noor Hospital mission is to achieve continual improvement in hospital care and services. It aims is to seek recognition and strive for excellence. Therefore it began this process by creating a quality department which would take the lead to introduce quality initiatives in order to achieve ISO accreditation. Now these initiatives for quality require change in processes and procedures. With change comes resistance which is a major obstacle that Noor Hospital is currently facing. This report begins with a summary of the organization then it cover change issues such as: Nature, typology, and process of change. Then it lists factors that effect change while relating it with Noor Hospital. It then diagnose Noor Hospital using the 8s Model and finally concludes with making recommendations such as alignment. To answer the question above of which comes first, change or quality? In Noor Hospital it is both, you need to make change in order to achieve quality and because of wanting to achieve quality, change is needed. 2Introduction

Good is no longer good enough. To survive in today’s competitive environment an organization needs to excel in their policies and procedures in order to achieve high quality standards. This is the main goal and mission of Noor Hospital to work towards successful implementation of quality programs to ensure effectiveness, efficiency, and equity of health services (Appendix 1). Such mission will ultimately achieve user satisfaction and award the hospital ISO certification. However, the challenge will be, how long will it take to achieve such goal? How to manage change? What might be some of the obstacles, and how to overcome them? Why do staffs resist change, and what can be done to overcome such obstacle? Some of these questions will be answered through this report as we diagnose and analyze the case while relating it to various change management theories. 3Case Summary

Noor Hospital is a 160 bed capacity governmental hospital in Sultanate of Oman. It is a secondary hospital serving all governorate community and any emergency case coming from outside the governorate (like RTA and deliveries). It consists of different departments such as (medical, surgical, gynecology, obstetrics, orthopedic, etc…..). In June 2008, instructions came from Ministry of Health to create a quality department for the Hospital, as a response to the fact that quality in healthcare organizations is quickly becoming a worldwide issue to both suppliers and consumers of those services. All countries worldwide are actively introducing quality in their health care system. This is mainly due to the fact that providing care alone, any care, is no longer an acceptable option. However; patients and caregiver are insisting on enjoying this provided care with extreme quality. (WHO, 1995)

As more and more hospitals in the country has adopted to implement quality procedures, and due to the fact that customers complaints have been obviously increased which reflect badly to the hospital’s reputation and...
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