Transformational Changes in Healthcare Organizations

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Participation of all employees in a healthcare organization is needed within a transformational organization. Change is probably never popular, but is necessary for the transformation and restructuring of the healthcare industry. There are several models in the scope of transformational changes and learning organizations. The capacity to change is embraced by organizational transformation and initiatives sustained are representative of learning organizations (Johnson, 2009). The first organization I found to have instituted transformational changes is the Mary Marlborough Disability Service (Stead & Leonard, 1995). This facility provides care for persons with severe and complex physical disabilities. The Mary Marlborough Disability Service (hereafter MMDS) offers special facilities including a rehabilitations engineering department which provides modifications or manufacturing equipment for patient’s needs. Within the changing tides of attitudes regarding disability, the facility realized changes needed to be made to keep up with these concerns and quality of service. The board was also under pressure as the facility was operating at a loss. One of the problems facing the facility was there was no clear management at the facility. The medical consultant was acting as director, but the management responsibility or accountability for staff was not defined. The various stakeholders, including the board of directors, the medical consultant and staff, were suffering greatly as the facility was suffering from reservations on quality of services offered in the changing times. Another issue facing MMDS was the fact they began operating at a loss due to lack of leadership, budgeting issues and poor communication among staff (Stead & Leonard, 1995). A project was established for a twelve month period with a new position being created with the title Clinical Operations Coordinator to guide them through the changes to come. The term manager was not used so as


References: Anderson, M. (2009). The role of group personality composition in the emergence of task and relationship conflict within groups. Journal of Management and Organization, 15(1), 82-96. Retrieved from ProQuest. Anonymous, The five habits of quality-focused organizations. (2011, April). Healthcare Leadership Review, 30(4), 10. Retrieved from ProQuest. Case Study: A Transformational Change Process to Improve Patient Safety at Ascension Health. (2006). Retrieved from http://www.commonwealthfund.org/Content/Innovations/Case-Studies/2006/Jan/Case-Study--A-Transformational-Change-Process-to-Improve-Patient-Safety-at-Ascension-Health.aspx Hernandez, J. (2010). The Spectrum of Medical Leadership Roles. Physician Executive, 36(5), 56-59. Retrieved from ProQuest. Johnson, J. A. (2009). Health organizations: Theory, behavior, and development. Sudbury, MA: Jones and Bartlett Publishers. Stead, Ann, & Leonard, M C. (1995). Changing to a client-focused quality service through more effective team work. Health Manpower Management, 21(4), 23. Retrieved from ABI/INFORM Global. Swedish, J (2009). Frontiers of Health Services Management; Winter 2009; 26, 2. Retrieved from ABI/INFORM Global

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