Motivational Methods
Motivational Methods
Like many organizations today health care institutions are transforming or restructuring, using many motivating techniques. Whatever term used, process improvement, job design, restructuring, it amounts to downsizing. Even small change effects will reach not only the employees but also the customer and suppliers.
Positive Downsizing
Organizational downsizing constitutes a set of activities designed to improve organizational efficiency, productivity, and competitiveness. These activities are undertaken by management. Whether implemented through attrition, layoffs, hiring freezes or a combination of these methods it is usually cost driven and considered more efficient for the organization. The success of the downsizing requires a well restructuring plan, good communication regarding the plan, employee involvement to include time comment, energy, and effort in implementing this plan. Once planning the change, identifying the challenges and implementing the transformation the ensuing downsizing and expected results from placed initiatives need to be evaluated and addressed. This restructuring would capitalize on existing profitable programs while eliminating high cost and low utilization programs. This strategy can also support more permanent cultural structures and ensure success for excellence not just cost savings (Woodward, 1999).
Exploring Job Design Alternatives
Job design is a good first choice in implementing change Reducing useless layers of work, scrutinizing the workload, reducing to the essentials, eliminating middle management, finding the power structure at lower levels will result in a more responsive and efficient organization. Communication will open once overstaffing and middle management is eliminated (Trail, 1991). This will allow departments to tailor their jobs to better fit both themselves and consolidate functions. The realization that some jobs do not require complex skills, are easier to address in
Like many organizations today health care institutions are transforming or restructuring, using many motivating techniques. Whatever term used, process improvement, job design, restructuring, it amounts to downsizing. Even small change effects will reach not only the employees but also the customer and suppliers.
Positive Downsizing
Organizational downsizing constitutes a set of activities designed to improve organizational efficiency, productivity, and competitiveness. These activities are undertaken by management. Whether implemented through attrition, layoffs, hiring freezes or a combination of these methods it is usually cost driven and considered more efficient for the organization. The success of the downsizing requires a well restructuring plan, good communication regarding the plan, employee involvement to include time comment, energy, and effort in implementing this plan. Once planning the change, identifying the challenges and implementing the transformation the ensuing downsizing and expected results from placed initiatives need to be evaluated and addressed. This restructuring would capitalize on existing profitable programs while eliminating high cost and low utilization programs. This strategy can also support more permanent cultural structures and ensure success for excellence not just cost savings (Woodward, 1999).
Exploring Job Design Alternatives
Job design is a good first choice in implementing change Reducing useless layers of work, scrutinizing the workload, reducing to the essentials, eliminating middle management, finding the power structure at lower levels will result in a more responsive and efficient organization. Communication will open once overstaffing and middle management is eliminated (Trail, 1991). This will allow departments to tailor their jobs to better fit both themselves and consolidate functions. The realization that some jobs do not require complex skills, are easier to address in
References: Cascio, W. F., & Wynn, P. (2004). MANAGING A DOWNSIZING PROCESS. Human Resource Management, 43(4), 425-436. Lombardi, D. N., & Schermerhorn, J. R. (2007). Health care management: Tools and techniques for managing in a health care environment. Hoboken, NJ: John Wiley & Sons. Train, A. (1991). The case of the downsizing decision. Harvard Business Review, 69(2), 14. Woodard, B., Fottler, M., & Kilpatrick, A. (1999). Transformation of an academic medical center: lessons learned from restructuring and downsizing. Health Care Management Review, 24(1), 81-94.