Emergent Change Models: The Emergent Change Model

Evergreen Health • How do you describe the style of the mission statement and why? The mission statement explains the purpose of the organization. Basically, the mission statement usually covers three to five years.

The analysis of Baycare Health System organization culture yields various aspects of interesting organizational culture that are universal in all of their 13 facilities that are operating in the Tampa area. Baycare health system encourages the culture of quality throughout their health care delivery system; this culture is well stated both on the company website, and intranet. The Quality encompasses their quality philosophy, quality process, and quality promoters. Quality philosophy is specifically aimed at satisfying the needs of their customers, and improving satisfaction through their health care delivery services.

Some staff may not want to make changes. 3.4 Describe how challenges in implementing person centred thinking, planning and reviews might be overcome? By understanding that everyone is different and will have different care plans that everyone has different needs and requirements. Prioritises the important things and have a review every 6 months. Get the client involved by asking them how they feel and what they’d like to be added.

An Improvisational Model for Managing Change: The Orlikowski and Hofman's alternative model recognizes three types of change. Anticipated changes occur as intended. Emergent changes arise during the process. And opportunity-based changes are introduced during the process in response to an opportunity, event, or breakdown.

NHS members should be the people that take those challenges and strive so they can overcome

Working with those value systems should cause a reduction in failures of service-user safety. Two years after the implementation of the 6C’s it was found that there were improvements in service-user satisfaction and communication (NHS England, 2014). Kalisch et al, 2007 found that efficient group work saw increased levels of job satisfaction, service-user satisfaction, quality of care and most importantly service-user safety. The delivery of safe care relies heavily on effective team working (Despins, 2009).

I see the core values of respect and dignity, commitment to quality of care, compassion, improving lives, working together for patients and everyone which is absolutely vital in my daily work. I’m excited to bring my ability to remain entirely calm in difficult and stressful situations; my eagerness of continuous improvement and unwavering passion for ensuring that quality care is provided to all

The purpose of this final project What Kind of Change Leadership Will You Provide? Integrated Principles and Theories of Organizational Change Understanding institutional culture

A core aim of our health services is to ensure that National Health Service (NHS) organisations and their staff deliver the best care possible to patients (Bidgood, 2013). However, there has been numerous debates on how to measure and guarantee quality care (Bidgood, 2013). The issue of quality of care has been highlighted by the publication of the Francis Report into the failings of the Mid Staffordshire Foundation Trust between 2005 and 2009 (Francis, 2010). The report revealed poor patient experiences and highlighted a whole system failure, that should have had checks and balances in place, working to ensure patients were treated with care, dignity and suffered no harm. In addition, healthcare professionals were losing the sight of quality

As leaders we need to be able to actively respond to concerns and make the case for change, demonstrating the value (Health Foundation, 2014b). Within the authors organisation patient stories have been a powerful tool in achieving

Healthcare organizations’ goals includes provide quality, value priced, safe health care services and ultimately, improve health outcomes. In addition to this primary goal, healthcare organizations also seek financial stability, community value, ethics and employee engagement. In this context, leaders are asked to efficiently use the available resources to optimize the managerial approaches to direct their teams towards more productive environment and positive interactions with patients. Healthcare setting-unlike business setting-is a more complicated system that consists of different professional teams and departments that usually don’t share the same objectives or planning strategies due to the diversity in the services provided.

They are able to connect, communicate and coordinate across multiple departments, professional opinions and voices, and the daily schedules of patients. Advocating and designing care with the patient and family is a true skills set and cultural attribute that adds tremendously to a culture of safety and patient – centeredness but requires the most able leadership to build these bridges across the many professionals engaged in care. Building this culture is a leadership challenge and there is no one in my experience better able to make these changes than nursing leaders ( Maureen Bisognano, 2009). Nurses should not just be at the bedside or within the nursing community but must be involved as leaders and decision – makers throughout the healthcare system. As Maureen Bisognano (2009) points out, the best nurses are accomplished envoys among different players and interests involved in direct patient care, which is a skill needed throughout organizations and businesses, not just in hospitals or

My experience in Change Management is very limited. The theoretical knowledge I have acquired during the first four weeks of this module has made me realize that transforming organizations is a difficult and complex task. I have read case studies mentioning the unique contribution of change leaders whose role is to talk to people’s hearts and minds. I have also understood how important is to reconcile conflicting interests and emergent tensions between top-down transformation initiatives and functional operations. Despite the widespread belief that managing change is tough, there is little agreement regarding the factors which influence change the most.

Emergent strategy When change happens, an organization changes its strategy, which in turn, changes its structure, organizational culture, recruitment standards and etc. It indicates that strategy process is part of change process. As mentioned before, most change initiatives fail, no least because not engaging all employees in the process towards change (Stanleigh, 2008). We suggest that emergent strategy is a central part of successful change. One reason for this being that the foundation of emergent strategy is to involve more people in strategy making process (Mintzberg et al., 1988).

Introduction- The leadership and management are two important pillars of modern day business. “You manage things; you lead people” Grace Hopper (retired Admiral, U.S. Navy). On one hand managers, not only motivate people but they also set the course of direction and organize to achieve the targets.