Assignment: Contemporary Organization Evaluation LDR 615
Sample Answer for Assignment: Contemporary Organization Evaluation LDR 615 Included After Question
Assignment Contemporary Organization Evaluation LDR 615
Contemporary Organization Change
The dynamism of the healthcare environment implies that healthcare organizations always have to the competence necessary to handle the complexity of the process. The process entails evaluating, planning, and executing operations, tactics, and strategies so as to make the change worthwhile. The complexity of the healthcare system alongside the need to constantly produce quality and safe healthcare services means that healthcare organizations always face change events. The advent of evidence-based practice calling for the adoption of technology in various facets of healthcare has ensured that technology has disrupted the way facilities undertake matters. The present paper will thus examine the manner in which the University of Texas Medical has responded to technological disruption caused by EHR and its response to the change dynamics therein.
A Sample Answer For the Assignment: Assignment: Contemporary Organization Evaluation LDR 615
Title: Assignment: Contemporary Organization Evaluation LDR 615
Organization and Change
The University of Texas Medical Branch consists of a healthcare system encompassing both research as well as emergency services on four of its campuses. The organization offers a network of specialty and primary care clinics, walk-in services and emergency care, as well as interprofessional collaboration entailing physicians and nurses among other healthcare professionals. The University of Texas Medical Branch has facilities that support both long-term and short-term care needs of numerous conditions from maternal issues to trauma cases (“Health care at UTMB”, n.d). The vast nature of the facilities comprising the UTMB demanded for the existence of a centralized way of addressing patient issues in terms of data leveraging. Assignment: Contemporary Organization Evaluation LDR 615
UTMB provides itself in using advances in medicine to properly serve the Texas communities. In alignment with the above assertion, the facility currently responds to the healthcare disruptions caused by technology by adopting the use of electronic healthcare records to centralize patient data (Adler-Milstein et al., 2017). The UTMB purposes to ensure that it has a comprehensive EHR unit in all its facilities and clinical units. The desire to improve patient services and lead in evidence-based practice adoption by the UTMB has pushed it to embrace the technological disruption caused by EHR. By leveraging EHR and its innumerable benefits, the UMTB expects to improve the quality and safety of services that it offers to the Texas community.
Effects of Change
The adoption of electronic health records by UMTB led to certain disruptions of the healthcare system at the facility. The disruptions witnessed align with the assertion made by Jacobs et al. (2019) that the formative stages of comprehensive EHR implementation form the most disruptive period. The UMTB experienced physician dissatisfaction following the implementation of comprehensive EHR system due to the absence of concomitant skills. Moreover, the execution of the comprehensive HER system led to the presence of reduced quality due to the disruption that it caused to the workflow (Busch, Bates, & Rauch, 2018). The waiting time of patients reduced in a statistically significant manner since the healthcare providers grappled with the complexity of the system. In other words, the adoption of the EHR system by the UMTB led to the presence of disruptions that affected the quality of care offered by the hospital to its patients.
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In order to address the above disruptions, the UMTB turned to evidence-based practices related to adoption of a change process. The first step entailed the organization ensuring stakeholder involvement after reviewing the project after the first month (Jacobs et al., 2017). UMTB formulated a project organization comprising of physicians, nurse managers, nurses and essentially broad participation of every hospital department. During this period, the project team appointed key users who discussed a transparent list of issues weekly so as to solve them and ensure project ownership.
Moreover, UMTB chose to increase the competence of its workforce as relates to the operations of the comprehensive EHR system that it adopted. They achieved this through strategies such as group trainings to allow for optimum training of personnel through determining the optimum hours required for the same. Further, UMTB also introduced the provision of real-time support to personnel to leverage the optimum learning potential for the personnel at the facility. Moreover, the UMBT addressed the workflow disruption by having the vendor to re-assess their models and align them to the organizational requirements (Jacobs et al., 2019). The UMBT conducted successive review days entailing the assessment of the progress by a workgroup. Assignment: Contemporary Organization Evaluation LDR 615
In lieu of the above strategies, UMBT star ted seeing numerous changes related to the adoption of the EHR. The workforce bought into the idea of change and participated in trainings to improve its competence level (Busch, Bates, & Rauch, 2018). The above enthusiasm allowed the organization to register improved physician and patient satisfaction. Moreover, the stratagems led to the improvement of workflow, which ensured the presence of improved quality of services. Further, the waiting times improved and overall quality parameters of the hospital enhanced.
Stakeholders
The adoption of the EHR, similar to any change, faced certain resistance from various stakeholders. The nurses and other medical personnel felt left out of the matter and hence they did not feel like they owned the project. This resulted in a go slow during the first month of the project. Moreover, the EHR did not have a competent clinician champion, who resisted in due to lack of participation in the initial stages. The initial assigned project manager did not have the necessary skills and knowledge and hence resisted the adoption of certain aspects of the EHR. The rejected aspects of the project fell under the complex category.
The UMTB responded to the stakeholder change through various evidence-based practice. To address the issue of resistance by clinician champions, the hospital appointed a more knowledgeable clinician champion who solidified provider support through clearly identifying the way that the EHR would become useful in improving quality. The UMBT also adopted the “train the trainer” approach to train clinicians concerning various aspects of the EHR. Using the model, the vendor identified super-users within the organization and trained them, who in turn trained their colleagues. Moreover, the UMBT allowed clinicians to design and redesign the workflow process, hence making them support the EHR change and also address the workflow challenges.
Assignment: Contemporary Organization Evaluation LDR 615 Effects of Change on Interdepartmental Collaboration
Since the introduction of the EHR, interdepartmental collaboration has improved within the UMBT departments. The change as produced by the EHR has led to improved collaboration between the nursing department and other departments at the hospitals in terms of medication management and other patient aspects. The EHR has improved patient management across the continuum of care from admission to discharge with wait times reducing dramatically. Moreover, the EHR has introduced the usage of clinical decision support at the facility, which has made easier decisions made by clinicians concerning patient welfare by referring them to necessary units (Busch, Bates, & Rauch, 2018). Therefore, the EHR system had created a seamless interdepartmental association between various units at the UMBT.
Evaluation of the Responses of the Leaders
The leadership of the organization initially did not adequately prepare for the change. They thought that the personnel had sufficient goodwill to support the change. However, upon the realization that resistance to change existed, the strategies implemented by the leadership worked. For instance, the usage of train the trainer strategy made certain that all the personnel possessed requisite skills, which greatly influenced their embracing of the project (Reyes-Portillo et al., 2018). Moreover, allowing the personnel the latitude to design and redesign the model ensured that the final product had consistency with the desired product hence improved workflow at the facility. The resolution to change the project manager to a knowledgeable person similarly produced the desired results. Therefore, the leadership adopted effective responses in relation to resistance to the proposed change that the facility witnessed at the beginning.
Recommendations
The adoption of the EHR by the facility due to the HITACH Act occurred in a manner characterized by challenges. However, the leadership of the UMBT can undertake certain steps to address the resistance to change at the facility. The leadership may have to identify a couple of clinician champions and then define their roles (Adler-Milstein et al., 2017). Moreover, the leadership ought to include clinical champions in tactical decision making so as to avoid errors as well as complex judgment calls that affect the personnel. Lastly, the leadership should formulate a framework that would enable clear and rapid communication concerning the health IT within the organization
Assignment Contemporary Organization Evaluation LDR 615 References
Adler-Milstein, J., Holmgren, A. J., Kralovec, P., Worzala, C., Searcy, T., & Patel, V. (2017). Electronic health record adoption in US hospitals: the emergence of a digital “advanced use” divide. Journal of the American Medical Informatics Association, 24(6), 1142-1148.
Busch, A. B., Bates, D. W., & Rauch, S. L. (2018). Improving Electronic Health Record Adoption in Psychiatric Care: A Cornerstone for Healthcare Transformation. The New England journal of medicine, 378(18), 1665.
Health care at UTMB health. (n.d.). Retrieved from https://www.utmbhealth.com/servicelines
Jacobs, M., Boersma, L. J., Swart, R., Mannens, R., Reymen, B., Körver, F., … & Dekker, A. (2019). Electronic Health Record implementation in a large academic radiotherapy department: Temporarily disruptions but long-term benefits. International journal of medical informatics, 129, 342-348.
Reyes-Portillo, J. A., Chin, E. M., Toso-Salman, J., Turner, J. B., Vawdrey, D., & Mufson, L. (2018, June). Using electronic health record alerts to increase safety planning with youth at-risk for suicide: A non-randomized trial. In Child & Youth Care Forum (Vol. 47, No. 3, pp. 391-402). Springer US. Assignment: Contemporary Organization Evaluation LDR 615
LDR 615 Contemporary Organization Evaluation
Assessment Description
In today’s fast-paced and global community, most organizations are faced with constant change. Research contemporary organizations that are currently responding to a significant change within the industry, such as disruptive technology; state, government, or industry regulations; environmental constraints; judicial or legislative rulings; etc.
Choose one organization from your research that has recently responded to major change, or is currently responding to change. Write a paper (1,250-1,500 words) discussing how well the organization is responding to the change dynamics. Include the following:
- Describe the organization and the change to which it is responding.
- Discuss the degree to which the change has been disruptive and how the organization has responded to the dynamics created by this change.
- Evaluate the strategies the organization used in its change plan and determine the level of success the organization experienced with the strategies.
- Determine the effect the change had on stakeholders, and to what degree stakeholders have resisted. Assess how well stakeholder resistance was addressed.
- Evaluate the overall implications the change had on interdepartmental collaboration.
- In your opinion, how well did the leaders of the organization respond and prepare for the change? What worked and what did not work with the strategies they implemented?
- What modifications would you suggest the leaders of the organization make in order to better address the change dynamics? What additional strategies would you recommend to assist the organization through this change?
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.
Contemporary Organization Evaluation
Digital technology is changing healthcare systems so rapidly that even organizations that are not rooted in digital services recognize that they need to respond and embrace technology’s disruptions. The contemporary healthcare consumers are more accustomed and networked to technology, a scenario that makes their lives speedier and easier. Stirred by other industries, healthcare organizations are beginning to embrace the application of technology in hospitals and medical research. Therefore, it is easy to envisage a unique health care world where there is the use of Artificial Intelligence (IA) that can analyze the patient population and undertake treatment processes (Laurenza, Quintano, Schiavone & Vrontis, 2018). United States hospitals and physicians still exist in the digital dark ages when it comes to the application of the newest computerized devices as well as the internet services to deliver healthcare services. As a result, United States hospitals are losing over 8.3 billion yearly in productivity and the increased patient discharges (Engelen, Jacobs, & Hulsebosch, 2018). On the other hand healthcare institutions continue to scuffle with the increased privacy and security concerns that result from the increased use of social media at a time when the government is imposing fines for the privacy violation. The use of technology to control healthcare services is, therefore, an essential factor that every institution needs to consider.
Organizational Description
Beaufort Memorial Hospital in the United States is one of the health care organizations that is responding to disruptive technology. The hospital provides surgical, medical, as well as therapeutic services in the Southern region of South Carolina, United States (Cooper & Collins, 2003). The health care institution is not-for-profit community hospital providing both inpatient and outpatient medical services. The hospital is a 200-bed capacity and offers services including cardiology, cancer treatment, mental health, emergency medicine, obstetrics and rehabilitation (Cooper & Collins, 2003). Most importantly, Beaufort Memorial Hospital in conjunction with the Duke University Health System operates the Keyserling Cancer Center. The hospital was started in the year 1944 (Cooper & Collins, 2003). Currently, the hospital is responding to the privacy concerns brought about by the increased use of social media. In recent years the hospital was fined for breaking the privacy policies that exposed medical conditions for various patients. Also, the hospital is responding to the communication challenges that have led to the loss of productivity and slow operational processes.
In the contemporary world, technology is compelling health care institutions to change how they approach their operational activities, how they interact with the patients, and who the people they interact with. Many traditional players in the healthcare systems such as Beaufort Memorial Hospital are struggling to keep up with the change. The prosperous healthcare institutions in future will be those that can adapt to the new technology or digital reality. When it comes to digital innovation, Beaufort Memorial Hospital presents a paradox (Cooper & Collins, 2003). In other words, in previous years, the organization was slow to embrace technology in the provision of services. While the breakthroughs in the use of technology are coming at a rapid rate, Beaufort Memorial Hospital found that operating within the traditional guidelines could not work. They were faced with the slow processes, losses and even lack of efficient treatment approaches. The discharges became slow and costly given the high number of both inpatient and outpatients. Among the essential players in the technology disruptions are patients. Beaufort Memorial Hospital was greatly impacted by the advanced choices created among the consumers. In other words, the patients had options of choosing their suitable delivery models, including home health, telemedicine, online-self-help, and concierge care. While Beaufort Memorial Hospital has a long way to go before becoming customer-centric, the technology offers options that consumers are looking for, including timely medical delivery, efficiency, convenience, and value.
Nature of Disruptions and Responses
To respond to the technological disruption, Beaufort Memorial Hospital is conducting major changes to embrace the application of digital technology in service provision. For instance, the hospital recently instigated the secure-texting system that enables medical professionals, nurses, and doctors to text and receive messages on their iPhones to enhance privacy and general business communication. The system encrypts all the messages and data delivered from one network to the other and, besides, stores them in an archive thus leading to increased privacy and security of patient’s information. The technology is not new as many organizations including those in the banking and manufacturing industries have been doing it for a long time. Beaufort Memorial Hospital is, therefore, responding by developing the corporate culture for applying them to enhance workflows and privacy issues. To respond to the privacy and security issues brought about by the technological disruption, Beaufort Memorial Hospital replaced the aging in-house network that forced caregivers to memorize numerous logins to access patients’ records from different departments.
Evaluation of Strategies
To address the issue of technological disruption, Beaufort Memorial Hospital employed different strategies to ensure maximum benefits from modern technology. First, the management ensured that all the workers, nurses, doctors, and all the stakeholders are ICT compliant. The hospital’s management conducted training programs so that all the workers understand the new systems and how to use them to increase workflow. The organization also developed a strong corporate culture geared towards improving individual attitudes towards the application of technology in the treatment process and other service delivery. Through doing away with paperwork and installing systems and networks that were able to support and connect all the workers, the organization was able to enhance communication system. Currently, the institution applies new visualized systems with the simple computing devices that are located in all nurses’ stations and all the rooms. Each medical staff has unique logins that can access the medical records of different patients.
The technological transformation brought a lot of changes both in the administrative and medical processes (In Weaver et al., 2016). There was an increase in efficiency in the discharge processes, bringing satisfaction to the patients and convenience to the nurses and doctors. The implementation of technology reduced the conflicting situation encounter between the government and the hospital administrations brought about by the privacy and security policies. Even though the implementation was successful the organization experienced antagonism from the medical professionals who not experienced in the use of new technology. Some workers resigned while other patients change their preferred facility as a result of the digital transformation. However, with the constant training and the creation of a strong corporate culture towards the new technology, the organization managed to realize the greater good in the end.
Overall Implications the Change On Interdepartmental
Collaboration
With the implementation of the digital transformation improved interdepartmental collaboration. With the connected environment, communication became easier. There was efficiency when it comes to access and to share patient records from one department to the other. With the development of mobile communication applications, the coordination became easier as nurses and doctors could easily share information. The new network improved the privacy issues among the medical professionals, a situation that greatly reduced the conflicts that used to originate from information disclosure. The federal government came up with a program called “Meaningful Use” that rewards doctors and nurses for demonstrating the increased application of electronic technology in organizing and operating medical records. The program has therefore created morale and improved collaboration among doctors from different departments within Beaufort Memorial Hospital. The above program is the hospital to adopt more digital technologies that can enhance or improve general healthcare delivery.
Response and Preparation for Change
Beaufort Memorial Hospital management effectively planned by organizing resources, manpower, and finance to ensure the success of digital migration. Through the medical tech experts the management managed to get elaborate and comprehensive information on the requirements and the implementation processes (Ringel, 2018). Also, the management managed to comply with the government regulations on the privacy policies and the security of the systems. The change became successful as a result of the engagement of all the stakeholders. In other words, the leadership managed to develop a collective responsibility whereby all the stakeholders were supposed 5o contribute to the change in one way or the other. The approaches employed in training medical professionals to gain efficiency in the use of the system worked well for Beaufort Memorial Hospital. However, the management was unable to convince patients who decided to change the facility due to the complexity brought about by the technological transformation.
Modifications
To better address the change dynamics, there is the need for the Beaufort Memorial Hospital’s management to continuously update the communication systems to keep up with the emerging threats that may threaten the privacy of both the medical professionals and the patients. With the changes in the systems, there is also the need for continuous training of the workforce in line with the new technologies. In addition to purchasing digital products, Beaufort Memorial Hospital needs to start developing its own systems in line with their services and the changing patient’s demands.
Resources
Backseat Leaders
Read “Backseat Leaders,” by Schlachter and Hildebrandt, from Leadership Excellence Essentials (2012).
Group Imago and Group Development: Two Theoretical Additions and Some Ensuing Adjustments
Read “Group Imago and Group Development: Two Theoretical Additions and Some Ensuing Adjustments,” by Tudor, from Transactiona
…
May I Have Your Attention Please? A Review of Change Blindness
Read “May I Have Your Attention Please? A Review of Change Blindness,” by Ellis, from Organization Development Journal (
…
The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read Chapter/Step 6 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
Change Management: Leadership, Values and Ethics
Read “Change Management: Leadership, Values and Ethics,” by By, Burnes, and Oswick, from Journal of Change Management (2
…
The business world is constantly evolving, prompting organizations to adopt changes that impact their products, processes, and people. As a result, change has become a constant factor for organizations to remain competitive. However, it is possible for the stakeholders to resist this change. There are various obstacles and objections that leaders implementing change initiatives have to contend especially concerning their stakeholders. For instance, there is resistance to change in which stakeholders are resistant since they are fearful of the unknown (Tappen et al., 2017). There is uncertainty concerning the implications of the specific roles and responsibilities. The stakeholders might perceive that the change will not be favorable to them. Another obstacle is lack of trust, in which there might be mistrust concerning the change process or the involved leadership, resulting in hindrances to change. There is also the problem of communication barriers in which the organization lacks an appropriate mechanism for effective communication, resulting in misunderstanding and, ultimately, change resistance. Another obstacle is the comfort zone in which the stakeholders have a zone where they feel safe and secure (Hubbart. 2023). The change process can be uncomfortable and scary for the stakeholders, presenting an obstacle to change.
There are various strategies that leaders can adopt to help prevent obstacles and resistance to change among the stakeholders. For instance, it is important to ensure leadership support (Carroll, 2021). The leaders can aid in building success, enhancing morale, and eliminating issues resulting in fear of change. During the change process, which is often stressful, leaders create a foundation that promotes cohesion by offering guidance to the stakeholders. Stakeholder involvement is another strategy that can be employed as it entails how stakeholders contribute and, therefore, consider themselves part of change (Carroll, 2021). Lastly, it is important to ensure constant communication (Carroll, 2021). For instance, the initial communication with stakeholders should outline possible resistance. Communication ensures stakeholders feel empowered to take on their responsibilities.
Contemporary Organization Evaluation – Rubric
Contemporary Organization Evaluation – Rubric
Rubric Criteria
Total200 points
|
Criterion |
1. Unsatisfactory |
2. Less than Satisfactory |
3. Satisfactory |
4. Good |
5. Excellent |
|---|---|---|---|---|---|
|
Contemporary Organization (Description of Organization and Responding to Change) Contemporary Organization (Description of Organization and Responding to Change) |
0 points Description of a contemporary organization responding to change is not provided. |
14.8 points A partial description of the organization is presented; major relevant details are missing. A description of the change to which the organization is responding is cursory and incomplete. The organization and change issue are not contemporary or current. |
15.8 points A cursory description of a contemporary organization is presented; most major details are included. A general description of the change to which the organization is responding is presented, but contains some inaccuracies or lacks some relevant details; the change to which the organization is responding is not a current event. |
17.4 points A description of a contemporary organization is presented; all major details are included. A description of the change to which the organization is responding is current and accurately represented. |
20 points A detailed description of a contemporary organization is presented; all relevant details are included and description provides insight into the organization. The description of the current change to which the organization is responding is well developed and contains relevant detail. |
|
Effects of Change (Discusses Effects of Change, Organizational Response and Strategies Utilized) Effects of Change (Discusses Effects of Change, Organizational Response and Strategies Utilized) |
0 points The effects of change on the organization and the response of the organization to change are not discussed. |
14.8 points An incomplete discussion on the effects of change on the organization is presented. The response of the organization is not discussed. |
15.8 points A general discussion on the effects of change on the organization is presented. The response of the organization to the change is presented, but it does not include a clear evaluation of the strategies of the organization. The discussion lacks relevant details, facts, and support. |
17.4 points A discussion on the effects of change on the organization and its response to the change is presented. The discussion is supported by relevant and documented facts. |
20 points A well-rounded discussion on the effects of change on the organization and its response to the change is presented. The discussion is detailed and strongly supported by documented facts. |
|
Stakeholders (Determine Effects of Change and Response to Change) Stakeholders (Determine Effects of Change and Response to Change) |
0 points The effect of change on the stakeholders is not addressed. |
14.8 points The effect of change on stakeholders is briefly considered, but no evidence or rationale is provided for claims made. Stakeholder response/resistance to change is not presented. No suggestions are provided in responding to stakeholder resistance. |
15.8 points The effect of change on stakeholders is discussed, but little evidence or rationale is provided for claims made. Stakeholder response/resistance to change is generally presented, but it is lacking in detail. Cursory suggestions are provided in responding to stakeholder resistance, but these strategies are incomplete and lack support for validity. |
17.4 points The effect of change on stakeholders is discussed. Stakeholder response/resistance to change is presented. Suggestions are provided in responding to stakeholder resistance. Evidence or rationale is provided for claims made. Some evidence is provided to support statements, and common strategies are offered to help stakeholders overcome resistance. |
20 points The effect of change on stakeholders is discussed in detail. Stakeholder response/resistance to change is presented with accurate and relevant examples. Well-developed recommendations are provided in responding to stakeholder resistance. Strong evidence or rationale is provided for claims made, and strategies relevant to the organization and stakeholders are offered to help stakeholders overcome resistance. |
|
Effects of Change on Interdepartmental Collaboration Effects of Change on Interdepartmental Collaboration |
0 points The effects of change on interdepartmental collaboration are not evaluated. |
14.8 points General effects of change on interdepartmental collaboration are discussed, but the specific effects for the departments within the organization are not included. |
15.8 points A superficial evaluation of the effects of change on interdepartmental collaboration for the organization is presented. The evaluation lacks detail, facts, support, or rationale. |
17.4 points An evaluation of the effects of change on interdepartmental collaboration for the organization is presented. The evaluation is supported with some detail, facts, support, or rationale. |
20 points A detailed evaluation of the effects of change on interdepartmental collaboration for the organization is presented and provides insight into the situation. The evaluation is supported with strong detail, facts, support, and rationale. |
|
Evaluation of the Response of the Leaders to Change and the Strategies Presented by Leaders Evaluation of the Response of the Leaders to Change and the Strategies Presented by Leaders |
0 points Evaluation response of the leaders to change is not addressed, and strategies presented by leaders are not referenced. |
22.2 points A clear evaluation of the response of the leaders to change is not addressed, and strategies presented by leaders are referenced, but not formally addressed. Overall, the involvement of leadership in response to change is unclear. |
23.7 points Evaluation of the response of the leaders to change is presented, but it lacks detail or information vital to understanding the actual involvement of the leaders. Strategies presented by leaders in response to change are generally addressed. Overall, it is apparent that the leaders were responsive to change, but significant information or details are missing to discern the actual extent of leadership involvement or the degree to which leadership involvement was influential. |
26.1 points Evaluation of the response of the leaders to change is presented, but it lacks detail or information vital to understanding the involvement of the leaders. Strategies presented by leaders in response to change are generally addressed. Overall, it is apparent that the leaders were responsive to change, but significant information or details are missing to discern the actual extent of leadership involvement or the degree to which leadership involvement was influential. |
30 points Evaluation of the response of the leaders to change is presented with sufficient detail and supporting information vital to understanding the involvement of the leaders. Strategies presented by leaders in response to change are clearly addressed and provide insight into the outcomes the organization experienced in responding to change. Overall, leadership response to change is clear and contains significant information or details that describe the extent of leadership involvement and the degree to which leadership involvement was influential. |
|
Recommendations (Suggestions to Better Address Change Dynamics, Additional Strategies) Recommendations (Suggestions to Better Address Change Dynamics, Additional Strategies) |
0 points No recommendations are made. |
22.2 points Recommendations to address change dynamics or for additional strategies are incomplete. Recommendations do not contain substantial rationale or support and do not seem relevant to the organization or circumstances. |
23.7 points General recommendations to address change dynamics are presented. Additional strategies are offered, but lack detail, rationale, or a clear plan to illustrate that the recommendations are relevant and would support a better change option in response to change. |
26.1 points Recommendations to address change dynamics are presented. Additional strategies are offered, with appropriate rationale or a clear plan to illustrate that the recommendations are relevant and would support a better change option in response to change. |
30 points Well-supported recommendations to address change dynamics are clearly presented. Additional strategies are offered, with strong rationale or a clear plan to illustrate that the recommendations are relevant and would indeed support a better change option in response to change. |
|
Thesis Development and Purpose Thesis Development and Purpose |
0 points Paper lacks any discernible overall purpose or organizing claim. |
10.36 points Thesis is insufficiently developed or vague. Purpose is not clear. |
11.06 points Thesis is apparent and appropriate to purpose. |
12.18 points Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose. |
14 points Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear. |
|
Argument Logic and Construction Argument Logic and Construction |
0 points Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources. |
11.84 points Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility. |
12.64 points Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis. |
13.92 points Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative. |
16 points Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative. |
|
Mechanics of Writing (includes spelling, punctuation, grammar, and language use) Mechanics of Writing (includes spelling, punctuation, grammar, and language use) |
0 points Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is employed. |
7.4 points Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied. |
7.9 points Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. |
8.7 points Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. |
10 points The writer is clearly in command of standard, written, academic English. |
|
Paper Format (use of appropriate style for the major and assignment) Paper Format (use of appropriate style for the major and assignment) |
0 points Template is not used appropriately or documentation format is rarely followed correctly. |
7.4 points Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent. |
7.9 points Appropriate template is used. Formatting is correct, although some minor errors may be present. |
8.7 points Appropriate template is fully used. There are virtually no errors in formatting style. |
10 points All format elements are correct. |
|
Documentation of Sources Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style) |
0 points Sources are not documented. |
7.4 points Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. |
7.9 points Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. |
8.7 points Sources are documented, as appropriate to assignment and style, and format is mostly correct. |
10 points Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error. |
Contemporary Organization Evaluation
Among the inevitable things in the world is change or transformation. The process of change should be viewed as an improvement of quality and services. An organization always supports changes that would positively impact the organization. While the change could be disruptive, it could positively or negatively impact the organization (Hess et al., 2020). In the recent past, organizations tend to adopt a management structure that is flexible to change. Such systems aid to counter the disruptive nature of the change process. Disruptive changes lead to a new system of operation. Thus, the effect of the proposed change might either have a positive or negative effect on the organization. Therefore, prosperous management of change would define the desired outcome of change. Therefore, the purpose of this assignment is to explore how Mayo clinic responded to changes brought by COVID-pandemic.
Organization and Its Current Change
Mayo Clinic is one of the best-performing health care organizations in the US. Its high healthcare quality relies on its ability to focus on positive change. First, the management starts by conducting a practical analysis of the proposed change and the design an implementation plan that would lead to the success of the change (Ganesh et al., 2021). The recent COVID-19 pandemic saw the clinic undergo various changes to meet the expected needs of the patients during the pandemic. The health and safety of patients, visitors, community, and employees were the main priority of the clinic during the pandemic. Therefore, to align with the latest regulations issued by the New York State Department of Health-related to COVID-19, the clinic revised its visitor policy.
The policy states that all the visitors entering Mayo clinic need to comply with the social distancing rules and wear masks the entire time they are within the facility. The policy affects all types of patients within the clinic. Outpatients would need to be accompanied by two visitors who must adhere to the COVID-19 restrictions placed by the clinic (Beam et al., 2022). Again, the policy applies to employees as they must adhere to the social distancing rules and masking policy. The clinic adjusted these changes to reduce the spread of COVID-19 among employees, patients, and the community. The effect of the pandemic has been felt by the clinic because of the increasing number of patients admitted to the hospital affected by the virus. Therefore, in response to the pandemic, the clinic management enacted various policies to ensure the safety of its patients and employees.
The Disruptive Nature of the Change
The clinic used to permit more than one person to accompany adult patients to receive doctor appointments or treatment. It used to allow many support people on one patient as they believed the patient would be free to communicate about their health care condition in the presence of their families. Again, the families would offer the required information that the patient might have left out during an appointment or diagnosis (Ganesh et al., 2021). However, this system has been changed by the visitor policy as the clinic currently allows one person to accompany adult patients to appointments. This move is in line with the need to reduce the population of people at the clinic who might act at great risk of spreading the virus.
The pediatric department has also not been left out in the changes brought by the policy. The pediatric patients are currently required to be accompanied by two adult caregivers. This situation is different to what used to happen before the pandemic, as the clinic did not restrict the number of caregivers expected to accompany pediatric patients (Beam et al., 2022). Again, this movement aimed to reduce the population of people at the clinic who could be mass spreaders of the COVID virus.
All the visitors at Mayo clinic have to provide proof of a negative COVID-19 test within the 72-hours of the visit to the clinic. Besides, all the vaccinated visitors are also required to show an official proof of full vaccination, such as a vaccination card, Excelsior pass, or any equivalent proof when needed (Ganesh et al., 2021). These measures aimed to screen all the visitors at the clinic and ensure that all people at the clinic are COVID-19-free. The adherence to these rules addressed the safety of patients and reduced any risk of visitors bringing the virus to the clinic.
Mayo clinic readily accepted patients’ virtual participation in doctors’ appointments. Patients may keep talking with their loved ones through virtual means such as google meet, skype, or FaceTime. The virtual option was accepted to address two major concerns. First, it supported the telehealth program that the clinic had just introduced to serve patients remotely (Stevens et al., 2020). Secondly, it reduced the number of families that could crowd the clinic to talk to a single patient as they could talk on an online platform.
The clinic personnel were under strict rules not to admit any visitor who is coughing or showing any signs of illness. The clinic security has been given the power to kindly ask such visitors to leave. These are some of the changes that saw the clinic send visitors away, something that has never happened at Mayo clinic (Stevens et al., 2020). To help the employees and patients at the clinic, the management has to devise some tough measures that would not risk the lives of its personnel during the pandemic.
Strategies used by the organization in the Change Plan
The COVID-19 pandemic was abrupt; it found the clinic unprepared to counter issues of such nature. Therefore, in support of interventions for the safety of the community and patients on the virus, the clinic was at the forefront of increasing awareness about the pandemic. In the process, employees and the community received adequate awareness of COVID-19 safety measures (Beam et al., 2022). This awareness was done through social media and other advertisement platforms to include the community and the employees in the fight against the virus. Therefore, enhancing community awareness about the disease enabled them to accept the visitation policies enacted by Mayo clinic to curb the Covid virus.
Adequate communication about the visitation policy through the Mayo clinic website and its social media handles was significant in enabling the change process at the hospital. The employees became aware of the roles in fighting the pandemic, and the visitors were also aware of the need to enact these strict policies as the virus was deadly (Beam et al., 2022). The communication channel also played an imperative role in ensuring that people remain safe at home and at the clinic. Thus, patients, visitors, and employees supported the individual part of safety.
Effect of the Change on Stakeholders
Visitor policy did not only affect the visitors at Mayo clinic, but also affected its employees. The nurses, physicians, leadership team, departmental heads, and front-line personnel were required to be in masks at all times within the clinic premises. Again, frequent sanitation and social distancing also affected the stakeholders (Daniels et al., 2020). While the management looked into keeping patients safe, they also had to keep all other stakeholders safe from the deadly virus. Currently, all the employees at Mayo clinic have been vaccinated and still wear a mask to reduce any chance of the virus spreading at the clinic.
Implications of the Change
The visitor policy at Mayo clinic has reduced the risk of visitors spreading the virus at the clinic. Most patients at the clinic are vulnerable in one way or another because they suffer from various infections (Daniels et al., 2020). Thus, becoming reckless in controlling the covid virus at the clinic would have led to a more catastrophic effect. For instance, many patients could have succumbed to the virus. However, the visitor policy had a significant role in screening all people at the clinic and ensuring that each person at the clinic was safe from the virus.
The hospital has improved the quality of its service delivery during the pandemic. While the sanitation and cleanliness at the clinic have been high, the medical research department has developed effective measures customized to treat patients with the COVID-19 virus (Daniels et al., 2020). Besides, Mayo clinic has developed its telehealth program where it attended to many patients using telehealth during the pandemic. The telehealth program is where the healthcare professionals at Mayo Clinic could remotely offer healthcare services to patients.
Leaders Response to the Change
All the leaders at the clinic have been focusing on reducing deaths and cases of COVID-19 at the clinic and in the entire US. This is by participating in community education programs and enlightening people on effective ways of remaining safe in this pandemic. The leaders at the clinic have been positive about visitor policy because of the increased patient and employee safety at the clinic (Beam et al., 2022). The support and acceptance of the change by the management elevated the rating at the clinic as one of the top clinics that have played a great role in ensuring the safety of people during the pandemic.
Meeting patients, communities, and employees through the social media platform have effectively embraced changes brought by the pandemic. The resistance to the COVID-19 containment measures at the clinic was minimal because each person had felt the effect of the pandemic on human life (Daniels et al., 2020). Also, policies meant to reduce the COVID effect were prioritized at the management level to advance the safety of patients and employees during the pandemic.
Modification Suggestions
Covid-19 caught most of players within healthcare unawares since the virus spread so fast. It was evident how tough it was for many health facilities to deal with the abrupt change due the pandemic. Therefore, one of the modifications for better future results is earlier and adequate preparation for such events like pandemic. Such preparations may involve setting up state of art facilities that can be useful in containing the strain and stress due to such pandemics and putting up a better infection control strategy (Beam et al., 2022).
Conclusions
It is important to note that any change is disruptive in one way or another. Therefore, effective planning is needed to make the change work within an institution. The visitation policy at Mayo Clinic focuses on reducing the virus spread and improving the safety of patients and employees. The implementation of the policy has been effective in reducing COVID-19 cases at the clinic and developing a better treatment plan for Covid-19 patients.
References
Beam, E., Borgen, M. J. D., & Razonable, R. R. (2022). Infection prevention and control considerations for safe outpatient monoclonal antibody infusions in patients with coronavirus disease 2019 (COVID-19). Infection Control & Hospital Epidemiology, 43(6), 825-826. https://doi.org/10.1017/ice.2021.106
Daniels, C. E., Brown, M. J., Berbari, E. F., O’Horo, J. J. C., Ackerman, F. K., Kendrick, M. L., & Cima, R. R. (2020, September). Revamping inpatient care for patients without COVID-19. In Mayo Clinic Proceedings (Vol. 95, No. 9, pp. S41-S43). Elsevier. https://doi.org/10.1016/j.mayocp.2020.06.055
Ganesh, R., Salonen, B. R., Bhuiyan, M. N., Bierle, D. M., Moehnke, D., Haddad, T. C., … & Hurt, R. T. (2021). Managing patients in the COVID-19 pandemic: a virtual multidisciplinary approach. Mayo Clinic Proceedings: Innovations, Quality & Outcomes, 5(1), 118-126. https://doi.org/10.1016/j.mayocpiqo.2020.12.003
Hess, R., Mao, J. Z., Rho, K., Khan, A., Levy, E., Pollina, J., & Mullin, J. P. (2020). Embracing disruptive change during the severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) pandemic. World Neurosurgery, 139, 726. https://doi.org/10.1016%2Fj.wneu.2020.05.048
Stevens, S. K., Brustad, R., Gilbert, L., Houge, B., Milbrandt, T., Munson, K., … & Siddiqui, M. A. (2020). The use of empathic communication during the COVID-19 outbreak. Journal of patient experience, 7(5), 648-652. https://doi.org/10.1177%2F2374373520962602