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LDR 615 :Contemporary Organization Evaluation

Change remains an inevitable part of organizations in many sectors, right from healthcare
entities to other businesses in the contemporary world. Companies must adapt continuously or be
overtaken by change as technology, transforming customer needs and preferences as well as
globalization, creating a dynamic business environment (Cameron & Green, 2015). As such, this
essay evaluates how a contemporary healthcare organization can respond to significant change.

Description of the Organization

CHE Behavioral Health Services runs health care facilities across the country with
specialization in behavioral health. The organization provides skilled nursing facilities as well as
community-based adult homes and rehabilitation centers. The entity has over 700 psychologists
and associated health professionals that offer mental health services to patients in different care
facilities; right from adult daycare centers to rehabilitation. The professionals from the entity
deal with significant psychological and behavioral health issues that include anxiety and
depression, adjustment disorder, as well as psychosis and behavioral disturbances. The network
also offers behavioral interventions for medical problems like hypertension, diabetes and obesity,
and diabetes. In delivering high quality and responsive care, the management employees
professionals with the highest degree of competence, compassion, and integrity.
In attaining its core mandate, CHE Behavioral Services employs a collaborative model to
mental health issues (CHE Behavioral Health Services, 2020). The strategy is useful as it ensures
that it attains the optimal integration of psychological services in a comprehensive care system.
Moreover, this form of integration aligns with the policies as well as procedures of the
institution. The organization values quality services and ascertains that it employs competent and
highly motivated mental health professionals. Besides, the organization partners with different

CONTEMPORARY ORGANIZATION EVALUATION 3
players in the health care sector to reach more individuals and offer them optimal services.
Imperatively, change at CHE Behavioral Services arises due to internal as well as external issue
affecting the industry that impacts the overall performance.

Effects of Change: Organizational Responses and Strategies
The use of technology in health care delivery models continues to rise due to its effect on
quality services. Organizations that value quality services believe in providing competent
professionals and ensuring that technology is an integral part of their overall delivery models.
The adoption of change leads to disruption and even resistance. In its efforts to modernize
service delivery, the organization continues to embrace the use of technology in mental health.
While there was substantial resistance to change by employees, the organization handled this
aspect through sensitization programs and campaigns aimed at attaining buy-in from the
employees (Cameron & Green, 2015). Change creates disruptions and to deal with such, the
management intervened by applying effective managerial models and instruments. Different
reasons occasion resistance to change in organizations, especially the use of technology. Firstly,
employees view technology as a threat to their jobs as it can render them redundant. Secondly,
the professionals were afraid of adopting a new organization structure and culture as the most
preferred status quo.
Responding to changes is an integral part of any organization's strategy. The need to
respond to these changes implores on an organization to apply specific strategies and assess their
effectiveness in leading to the desired outcome. Internal and external forces lead to change. For
CHE Behavioral Services, internal matters like organizational culture, diversity in the workforce,
and leadership approaches push the firm to embrace change (CHE Behavioral Health, 2020).

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Externally, forces like competition, economic conditions, changes in health care delivery models
and technology push organizations like CHE Behavioral Services to embrace change.
Better communication strategies are essential in tackling any potential resistance to
change, particularly if employees do not understand the new changes (Cameron & Green, 2015).
In this case, the management responded by convening a stakeholder forum to communicate the
changes and their importance to the overall performance. During the sessions, interested parties
called for the purchase of new equipment that would ease decision-making and minimize any
resistance. Embracing technological sound equipment at the facilities allowed the organization to
improve customer services and employees' performance. The implication is that technology
plays a fundamental role in service delivery and enables the organization to venture into research
and development with a view of creating new products and even services. Through these
innovative and market-driven mental health care products, the organization becomes not only
sustainable but also competitive in the market. Also, it enhances its reputation in the market and
industry. Through a collaborative approach with the stakeholders, the organization addresses any
challenge that impacts change.

Stakeholders: Effects and Responses

Stakeholders at the organization seek quality care, and the firm used different strategies
in the transition process. The organization employed the Kurt Lewin change model. The
approach has three stages that include unfreezing, changing the design, and refreezing
(Cummings et al., 2016). Using the model, the organization implemented changes to understand
what patients want and how they should motivate their employees to deliver quality services.
Based on the model, the organization discovered that reduced motivation, poor conditions at
work, and poor communication were leading to low-quality service delivery. Imperatively, the

CONTEMPORARY ORGANIZATION EVALUATION 5
use of the model was active and prosperous for the organization as it allowed it to better respond
to the issues.
Change impacts both internal and external stakeholders. The changes have resulted in
improved performance for the organization as they motivate employees to offer quality
outcomes. At the refreezing stage, the organization implemented the changes leading to a better
reward system for employees and enhanced revenues for shareholders (Wang et al., 2018). The
changes were incorporated into the organizational culture. Through this approach, stakeholders
can access the information they need and attain better communication strategies. The utilization
of computer technology allows stakeholders to use health records and access other service
providers with ease. The use of highly competent and skilled personnel leads to high
performance.
Collaborations are critical in care delivery, as demonstrated by the management at CHE
Behavioral Services. Collaborations lead to sharing of information, improved efforts in research
and development and overall increased utilization of data to share ideas (Cameron & Green,
2015). Collaboration has improved quality care to patients and allowed the organization to
respond to competitiveness in the market. The adaption of flexible rules and proper application
of technology enables the organization to assess patients and meet their needs. To compete
successfully in the industry, the organization has embraced diversification of its operations and
services. Further, the organization continues to invest in research and development to allow it to
develop responsive products and services to its clientele.

Effects of Change on Interdepartmental Collaboration

Several departments in the facility believe that the changes are beneficial. Change has led
to improved and better communication within departments as the organization continues to

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embrace the use of digital platforms like electronic health records and leveraging on big data to
make decisions. Through these devices, members share information in real-time. Consequently,
management can make effective decisions (Ginter et al., 2018). Departments have also expanded
in their service provision as they partner with other entities for better service delivery and
outcomes to patients. Further, the increased focus on research and development means that the
organization has expanded its departments for sustainability and better services in the future.

Evaluation of Response of the Leaders to Change and Strategies
Change is key to success in any organization. As a result, the leaders at the organization
emphasize and focus on changes to impact overall performance. Technology affects health care
delivery, especially at a moment when telehealth and telemedicine are models relevant to overall
quality primary care outcomes. These changes happen dues to a dynamic environment and the
need to respond to the changing healthcare provision. Imperatively, the approach used by leaders
in the organization was practical and based on the need to develop respond to changes in
technology shaping the health care industry. Change only happens when leaders communicate
the urgency for it and use effective strategies as well as models (Wang et al., 2018). The
implication is that the organization’s leaders used a more transformational approach to attaining
and incorporating change in the organization to align with technology.

Recommendations

The leaders at CHE Behavioral Services can alter the plan to ensure that changes are
effective. Firstly, the organization should prioritize the transformation and adoption of
technology to enhance service delivery. The leaders could have adopted a more collaborative
approach to change by being champions and agents for the same. Creating a vision and urgency
for change is critical to successful implementation (Ginter et al., 2018). In this instance, the

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leaders should have modelled change to attain buy-in from employees. Evaluating the impact of
change is critical to its overall positive effect on the organization. Leaders in the firm must
ensure that they assess the overall implications of change.
Conclusion

Change is inevitable, and the transformation in the health care industry, as well as
diversity in the population, implore on leaders to embrace better delivery models. Both internal
and external forces trigger the change that leaders should understand. Health care organizations
like CHE Behavioral Services should adopt different communication and change strategies to
attain a buy-in from employees and reduce resistance. As demonstrated, health care
organizations should embrace the transformation to respond to the dynamic business
environment.

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References

Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the
models, tools and techniques of organizational change. Kogan Page Publishers.
CHE Behavioral Health Services (2020). About CHE. Retrieved from
https://www.cheservices.com/about-us
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human Relations, 69(1), 33-60.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care
organizations. John Wiley & Sons.
Wang, Y., Kung, L., & Byrd, T. A. (2018). Big data analytics: Understanding its capabilities and
potential benefits for healthcare organizations. Technological Forecasting and Social
Change, 126, 3-13.

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