* Implementation of Change * Team C * HCS 475 * LEADERSHIP AND PERFORMANCE DEVELOPMENT * ROCIO MARTINEZ-SANCHEZ * Objectives * Difference between a Manager and a Leader 1. Manager * Position of power * Manages staff * Focus on systems and structure 2. Leader * Trait or Characteristic * Inspires trust * Innovated * Difference between a Team and a Group 3. Team * Structured * Comprised of different members * Focus on long-term goals 4. Group * Similar skill set * Less structured meetings * Share common goals * Manager's Role and Responsibility to Change * Roles * Wide Spanning (The ability to have a broad view) * External changes * Economic shifts * New Technology Innovations * Responsibilities * -Building a foundation * Translate change to staff * Understanding meaning for change * Give necessary support and investment * Sustaining change * Short term and sustainable change * Change will be desirable to work life * Staff Resistance to Change * Handling Staff Resistance to change * Encourage * Openly express their thoughts and feelings * Listen * To concerns, explore fears, and take comments seriously. * Engage * Planning and implementation processes * Identify * Those who have something to lose, and anticipate how they might respond * Help * Find new roles in the group or somewhere else in the organization—roles that represent genuine contributions and mitigate losses. * Resistance to Change Theory * Steps in the change process
* Example related to health care
Co-Pay Collection * ASSESSMENT- * Co-Pay Collection 90% * Patients not paying at time of service * PLANNING- * Collect data and compare from previous 3 months * Goal of 95% collection * IMPLEMENTATION * Start at beginning of
written a report called “Automati ng Your Scorecard: The Balanced Scorecard Software Report” that scruti nizes the current Balanced Scorecard application market. This report is produced every year, and was last updated at the end of 2003. Implementation of a Bala nced Scorecard System Figure 8. Balanced Scorecard Performance Management System from Perform, Volume 2, Issue 2, nd. For an organization to implement a BSC so lution, they need to have a plan. Organizations need to work from the…
Table of Contents Introduction 2 ERP Implementation Process 3 Implementation Obstacles 8 Implementation Success Level Analysis 9 Suggestions for Improvement 10 Conclusion 10 References 12 Appendix 14 Introduction To be successful in today's competitive and continuous evolving information technology (IT) market companies must be able to utilise their skills, information and knowledge to the highest efficiency level possible. Utilisation of and control…
a business continuity plaN Implementation Plan Now that we have Create a business continuity plan we need a way of implementation that plan. The proposed implementation plan will include three parts, Implementation, Monitoring and Adjustment, which we will go over in detail. Implementation: The COO of the XYZ Bakery Supply will act as the Business Continuity Officer (BCO). The BCO will be in charge of full Implementation of the implementation plan and continuing to monitoring and adjusting changing…
Implementing Organizational Change October 22, 2012 Implementing Organizational Change Health care organizations that choose to convert to an electronic medical record system (EMR) have several advantages; most important it increases patient safety, efficiency, cost-effectiveness and security. Accepting such a transition also presents with its share of challenges like preparing for the required significant time obligation and resources that will make the transition a successful one. Leadership…
Notes to Reading 6.2. John Kotter : Leading Change : Why Transformation Efforts Fail: John Kotter illustrates and elaborates the process that needs to be followed when implementing changes during the transformation process. The mistake during any of these transformational process will adversely affect the potential for growth or even defeat the purpose of its existence to make profit. The First Problem the organisation faces during the transformation process is that they are not able to establish…
be willing to clarify any political conflicts. Since the ERP implementation imposes a serious change of practices they must help company members to overcome resistance by various means, explicitly…
Change Management Plan Report prepared by: The purpose of this plan is to identify and analyze the changes that will impact the team. This plan will offer suggestions and strategies for managing the change and will include a communication plan, activities required, and risk identification. Analysis of Reorganizational Impacts This section identifies reorganizational impacts to the team due to the changes identified in the case study. You are to identify at least two changes that are occurring…
Downloaded from qualitysafety.bmj.com on March 11, 2014 - Published by group.bmj.com Quality in Health Care 1998;7:149–158 149 Enabling the implementation of evidence based practice: a conceptual framework Alison Kitson, Gill Harvey, Brendan McCormack Abstract The argument put forward in this paper is that successful implementation of research into practice is a function of the interplay of three core elements—the level and nature of the evidence, the context or environment into…
