Deyna A. Hurtado
September 23, 2014
Organizations are reliant on changes throughout its course to improve. Implementing change can be a difficult task if everyone is not complaint with the changes. Finding the most effective plan to implement changes may be stressful for both the management and the employees (Gilliam, 2010). A manager must use his or her experience and skills to communicate within a team to successfully implement changes. Change within a hospital may mean the restructure of policies and procedures if the change is forced on the staff they may retaliate. This paper with be discussing the manager’s role and responsibility in implementing change. It will go over the ways a manager handles staff resistance and the steps of change. Managers work towards constructive improvement within an organization. “A manager is an individual employed by an organization who is responsible and accountable for efficiently accomplishing the goals of the organization” (Sullivan & Decker, 2005, pg. 45). As a manager one is faced with challenged of continuous improvement based of regulation and policy changes while keeping the staff content. Allowing an open communication allows the staff to feel as though they are heard and as a team can improve the business. It is also important for a manager to clarify the significance of the change. Once the staff is heard, and ideas may seem to be used the manager can evaluate the effectiveness and provide feedback. Communication and feedback go hand in hand to reduce the chances of retaliation within the teams. Another responsibility involves assigning and coordination tasks. Providing a course of action allows the team to stay focused. “Team expectations are the sum of the individual performance factors and can be advanced only by individual accountability” (Porter-O'Grady & Mallock, 2007, pg. 222). Once the team knows the expectations they can take their course to accomplish what is required. Taking into account the weaknesses and strengths of each member can allow the manager to assign tasks appropriately to members (Enescu, & Popescu, 2012). If a task is given to someone who struggles with the form of work, it can affect the time frame that may be given to achieving the goal. A manager looks at motivation to help improve those who are struggling and addresses learning needs (Porter-O’Grady & Mallock, 2007). Education can help implementation when there is a complication in task, or a procedure is not concise. Change implementation is done correctly can help improve both the staff and the organization. Implementing change can cause friction within the organization. Managers must know how to handle difficult situations when implementing change. Environmental factors can cause the process of change can be a slow, frustrating, and complex (Boyd, 2008). It is important for the managers to take into consideration the impact the change may cause staff. If the implementation is not discussed with the staff prior to changes, there may be retaliation against procedures. People tend to be a force of habit. Once the habit has been changed it can cause stress and irritation. Open communication at the beginning stages can reduce complications. A manager can pull the staff aside and hear their thoughts towards the change. Clarity may not be present that is causing the staff members to become confused or irritated. Once open communication has started the manager can show the implement visions and plans to develop followers towards the implementation (Robertson & Leaman, 2007). A manager must find another means to show the staff the importance and the effectiveness that the change will bring to the organization. Asking for ideas on how the process can be improved allows the staff to discuss their ideas. If a team is emotionally and intellectually involved in the process of improvement, the team is more likely to want...
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Enescu, C., & Popescu, D. M. (2012). Executive coaching - instrument for implementing organizational change. Revista De Management Comparat International, 13(3), 378-386. Retrieved from http://search.proquest.com/docview/1355900027?accountid=458
Gillam, T. (2010). Reflections on the role of clinical manager in implementing change. Mental Health Practice, 14(1), 30-33. Retrieved from http://search.proquest.com/docview/753885337?accountid=458
Porter-O’Grady, T., & Mallock, K. (2007). Managing for success in health care. St. Louis, MO: Mosby Elsevier
Robertson, A., & Leaman, B. (2007). Leading and implementing change. Practice Nurse, 33(2), 34-37. Retrieved from http://search.proquest.com/docview/230459438?accountid=458
Sullivan, E. J., & Decker, P. J. (2005). Effective leadership and management in nursing. Upper Saddle River, NJ: Pearson Education.
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