BUS 610: Organizational Behavior
Professor Frank Bucaria
January 9, 2011
Organizational Change when Technology Advances
In today’s economy, health care organizations are facing rapid changes due to new advances in technology. It is crucial for medical and dental practices to keep up with the changing times as they offer a more innovative approach for growth and revenue. Dr. Hamann just purchased an existing dental practice that was started 45 years ago. Over the years the previous owners became complacent and did not modernize the office. This paper is all about organizational change within a dental office. The key stakeholders will be identified and how they will be impacted by the changes. Some organizational change approaches will also be discussed that is best fit for this type of practice, as well as some methods on dealing with employee resistance to these changes. “Employees want satisfactory work environments, customers are demanding greater value, and investors want more integrity in financial disclosures. The rate of organizational and societal change is clearly accelerating” (Kinicki & Kreitner, 2009).
Technological Advances for Organizational Change
The key to having an economically viable dental practice is to know when organizational change is needed, and implement the changes in a successful manner. There are too many dental offices that are outdated in every way possible. The current trend to utilize technology to make dentistry more efficient and comfortable and the dental products more durable and natural-looking as possible for the patients. “Patients and their dentists benefit from newer techniques that are less invasive and more dependable than the years of past” (Kostrzewski, 2011, para. 1). Currently, with breakthroughs in information technology, great organizational changes need to be made in older offices that are not performing at maximum potential.
Dr. Beth Hamann recently bought the Agave Dental practice from two older dentists who were ready for retirement after practicing in that same office for over 45 years. The purchase agreement included the office, erected in the 1960’s and all of its original equipment and furniture. The package also included a few employees - two hygienists for the back office, and two older assistants that belonged to each of the dentists for front office billing and insurance. When Dr. Hamann purchased the practice, she knew that there was great need for an entire organizational overhaul. The majority of dental offices in the United States have resisted transforming their offices to compete in this age of computers. Approximately 25% of all general dentists practicing in the Untied States use a computer in the dental operatory and this office was no different (Schleyer, Spalleck, & Hernandez, 2007, para. 1). There was not one computer in the office, and the dental equipment was extremely archaic. Technology had advanced tremendously throughout the decades that the business was in practice, and yet the two dentists that owned the office did nothing to keep it competitive and fresh. The office was stuck in a 1960‘s time capsule and it was her vision and goal to give this office a complete renovation and transform it to the present times. This would include: new dental equipment, digital x-rays, computer software for billing and insurance, electronic patient records, as well as dealing with the employees resistant to change as they would have to relearn how to work in the dental office they had been at for years. All of these organizational changes will significantly benefit Dr. Hamann’s new dental practice for the future, but successfully implementing the changes will need the proper approach.
Kinicki and Kreitner (2009) suggest that organizations must change in order to satisfy customers and shareholders. There are many approaches to...