Organizational Change Planning Session
Option #1: Organizational Change Planning Session
You are a leader of a large healthcare organization. Your organization is acquiring another hospital group which may involve major changes in policies and procedures including human resources as you merge the two organizations. You have scheduled a planning session with your top managers.
Your assignment is to develop a planning document for the meeting. The document should be in standard APA paper formatting and include:
Describe the types of change the organization could experience and how to create procedures for dealing with each.
An analysis of potential change approaches to implement these changes in both organizations.
Recommendations for dealing with resistance to change.
You must support your plan with a minimum of four scholarly sources.
Your well-written document must adhere to the following parameters:
Be 4-5-pages in length.
Be supported by six references, with at least four scholarly references. Remember, you must support your thinking and prior knowledge with references; all facts must be supported; in-text references used throughout the assignment must be included in an APA-formatted reference list.
Your submission must conform to APA guidelines in the CSU Global Writing Center (Links to an external site.).
Review the grading rubric within this assignment for more detail on how this assignment will be graded.
Option #2: Organizational Change Planning Presentation
You are a leader of a large healthcare organization. Your organization is acquiring another hospital group which may involve major changes in policies and procedures including human resources as you merge the two organizations. You have scheduled a planning session with your top managers.
Your assignment is to develop a planning presentation for the meeting. The presentation should include:
Describe the types of change the organization could experience and how to create procedures for dealing with each.
An analysis of potential change approaches to implement these changes in both organizations.
Recommendations for dealing with resistance to change.
You must support your plan with a minimum of four scholarly sources.
Your well-crafted 4-6-minute presentation must include 5-8 slides (not including the title and reference slides) and audio. Please include six references, at least four being scholarly/peer-reviewed discovered through the CSU Global library. You may use the readings in the module; however, you must include two additional sources. Your submission must conform to APA guidelines in the CSU Global Writing Center (Links to an external site.).
Review the grading rubric for this assignment to understand exactly how you will be graded. Use the CSU Global Library Visual Presentation (Links to an external site.) section for resources to help you create your presentation. Contact your instructor if you have questions about the assignment.
Rubric
ORG502 Mod 4 CT
ORG502 Mod 4 CT
Criteria Ratings Pts
This criterion is linked to a Learning OutcomeRequirements
20 to >16.0 pts
Meets Expectation
Includes all of the required components, as specified in the assignment.
16 to >12.0 pts
Approaches Expectation
Includes most of the required components, as specified in the assignment.
12 to >8.0 pts
Below Expectation
Includes some of the required components, as specified in the assignment.
8 to >0 pts
Limited Evidence
Includes few of the required components, as specified in the assignment.
20 pts
This criterion is linked to a Learning OutcomeContent
15 to >12.0 pts
Meets Expectation
Demonstrates strong or adequate knowledge of the materials; correctly represents knowledge from the readings and sources.
12 to >9.0 pts
Approaches Expectation
Some significant but not major errors or omissions in demonstration of knowledge.
9 to >6.0 pts
Below Expectation
Major errors or omissions in demonstration of knowledge.
6 to >0 pts
Limited Evidence
Fails to demonstrate knowledge of the materials.
15 pts
This criterion is linked to a Learning OutcomeCritical Analysis
15 to >12.0 pts
Meets Expectation
Provides a strong critical analysis and interpretation of the information given.
12 to >9.0 pts
Approaches Expectation
Some significant but not major errors or omissions in analysis and interpretation.
9 to >6.0 pts
Below Expectation
Major errors or omissions in analysis and interpretation.
6 to >0 pts
Limited Evidence
Fails to provide critical analysis and interpretation of the information given.
15 pts
This criterion is linked to a Learning OutcomeSources / Examples
10 to >8.0 pts
Meets Expectation
Sources or examples meet required criteria and are well chosen to provide substance and perspectives on the issue under examination.
8 to >6.0 pts
Approaches Expectation
Sources or examples meet required criteria but are less than adequately chosen to provide substance and perspectives on the issue under examination.
6 to >4.0 pts
Below Expectation
Sources or examples meet required criteria and are poorly chosen to provide substance and perspectives on the issue under examination.
4 to >0 pts
Limited Evidence
Source or example selection and integration of knowledge from the course are clearly deficient.
10 pts
This criterion is linked to a Learning OutcomeDemonstrates college-level proficiency in organization, grammar, and style
10 to >8.0 pts
Meets Expectation
Project is clearly organized, well written, and in proper format as outlined in the assignment. Strong sentence and paragraph structure; few errors in grammar and spelling.
8 to >6.0 pts
Approaches Expectation
Project is fairly well organized and written, and is in proper format as outlined in the assignment. Reasonably good sentence and paragraph structure; significant number of errors in grammar and spelling.
6 to >4.0 pts
Below Expectation
Project is poorly organized; does not follow proper paper format. Inconsistent to inadequate sentence and paragraph development; numerous errors in grammar and spelling.
4 to >0 pts
Limited Evidence
Project is not organized or well written, and is not in proper paper format. Poor quality work; unacceptable in terms of grammar and spelling.
10 pts
This criterion is linked to a Learning OutcomeDemonstrates proper use of APA style
10 to >8.0 pts
Meets Expectation
Project contains proper APA formatting, according to the CSU Global Writing Center, with no more than one significant error.
8 to >6.0 pts
Approaches Expectation
Few errors in APA formatting, according to the CSU Global Writing Center, with no more than two to three significant errors.
6 to >4.0 pts
Below Expectation
Significant errors in APA formatting, according to the CSU Global Writing Center, with four to five significant errors.
4 to >0 pts
Limited Evidence
Numerous errors in APA formatting, according to the CSU Global Writing Center, with more than five significant errors.
10 pts
Total Points: 80
Organizational Change Planning Session
Name
Institutional Affiliation
Organizational Change Planning Session
Introduction
Coping with organizational changes is one of the leading concerns in healthcare management. Stakeholders have to acquire and maintain the needed competence and execute their roles regardless of the prevailing situations (Caligiuri et al., 2020). As change becomes commonplace in many organizations, healthcare professionals may want to sustain, oppose, or become participants or passive. Change management requires players to handle the complexity of the involved processes such as evaluation, planning and implementing operations, approaches, and strategies and ensuring that the changes are relevant and valuable. It becomes more complex to deliver inter-organizational changes as two or more organizations must collaborate (van Marrewijk, 2018). Besides managing internal changes within an organization, firms introducing inter-organizational changes should deal with the possible resistance to change on the part of the affected organization, such as managing unique interests and motives. Our organization is acquiring another hospital group, and we anticipate radical changes in policies and procedures, including human resources, as we merge the two organizations. This planning document describes the types of changes the organization could experience and how to develop procedures for addressing each. The document analyzes the potential change approaches in implementing the changes in both organizations and recommendations for dealing with resistance to change.
Possible Types of Changes
Unlike minor changes, such as adopting new standard operating procedures (SOP) within a healthcare system, organizational changes involve a significant change within an organization, such as introducing new products or services or a complete restructuring or reorganization. In acquiring the new organization, we anticipate sweeping changes such as organization-wide, transformational, and unplanned changes (Shaw, 2018). Organization-wide changes may include a major reorganization, layoffs, or major collaboration and merging with the new healthcare group in a bid to improve our services. The importance of an organization-wide change is to allow for growth and stability. However, this change demands a change in culture since it is one of the institution-wide changes. Another form of change that might be anticipated is a transformational or radical change. For instance, change might involve restructuring organizational culture from the existing hierarchical and top-down structure to introducing self-managing teams. Also known as quantum change, transformational change might also take the form of business process re-engineering to realize an optimal fashion of the new merger. Lastly, unplanned changes are common in many organizations where major and unforeseen changes may be introduced, which might cause stakeholders to respond in a disorganized and reactive manner. An example of unplanned changes includes the Chief Executive Officer (CEO) leaving an organization (Ma et al., 2015). In all these changes, the top management should be prepared about the possibility of resistance to change among employees from the two organizations.
Procedures to Address Change
One of the serious challenges about introducing change, particularly in healthcare organizations, is getting the healthcare providers on board. For example, acquiring a new hospital group implies that the healthcare providers will be asked to spend extra time in documentation, seeing more patients in a day, and employ tools and procedures that may not be known to them. For our providers, this would mean that they will have less time treating patients and ensuring patient wellness, which is the core responsibility of care professionals. However, as changes and innovations class with the fundamental patient care values, provers are more likely to reject the new practices and behaviors or ultimately resisting changes (Brett & Luciano, 2018). Therefore, the top management should be aware of the common barriers to effectively implement change to resolve the impasse, including cultural barriers, lack of consistency, individual resistance to change, lack of communication, and strategic direction. With such an awareness, the organization will formulate effective procedures for addressing each of the changes.
Successful organization-wide changes and transformational and unplanned changes require the top management's involvement, including the CEO and the board members. Involving a highly experienced consultant and communicating with the staff about the potential need for change is critical. This process requires the initiator of the proposed change to convince the stakeholders by explaining what the organization is doing about it, what has been done, and how it became successful (Alhmeidiyeen, 2019). It is also important to gather as much feedback as possible from employees on what they think the potential challenges would be and what could be done to avert them. Upon receiving the feedback, it is time to plan the change by ensurin...