In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:
Describe your organization, include the organization’s mission, and identify the various stakeholders.
Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.
Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.
Propose the steps needed for your organization or department to respond to this driving force.
Predict how employees at various levels in the organization will respond to your proposed change initiative.
Develop a vision for change. Describe how this vision correlates with the organization’s mission, and how you will present this vision to internal stakeholders.
Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond.
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Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.
There are a number of external and internal forces that drive organizational change in healthcare. The most common external drivers are changes in technology, changes in the political landscape, and changes in the economic landscape. Internal drivers can include changes in leadership, changes in philosophy, or changes in the needs of the customer base.
External drivers such as changes in technology can directly affect the viability of an organization by making the organization’s products or services obsolete. For example, if an organization provides paper records management services, and a new technology emerges that allows for electronic records management, the organization may find itself struggling to stay afloat. Internal drivers such as changes in leadership can also have a significant impact on the viability of an organization. For example, if a new leader comes into an organization and decides to make significant changes to the way the organization operates, that can have a major impact on the organization’s ability to succeed.
External forces that drive organizational change in healthcare include technological advancements, changes in reimbursement, and changes in the political and regulatory environment. Internal forces that drive organizational change in healthcare include changes in leadership, changes in strategic direction, and changes in the way care is delivered.
Technological advancements drive organizational change in healthcare by causing changes in the products and services that healthcare organizations offer. For example, the development of new medical technologies often leads to the introduction of new medical procedures and treatments. Changes in reimbursement drive organizational change in healthcare by affecting the amount of money that healthcare organizations receive for providing care. For example, when the government changes the way it reimburses healthcare organizations for providing care, those organizations may be forced to change the way they operate in order to remain profitable. Changes in the political and regulatory environment drive organizational change in healthcare by creating new opportunities and challenges for healthcare organizations. For example, the passage of the Affordable Care Act creates new opportunities for healthcare organizations to provide care to more patients, but also creates new challenges in terms of compliance with government regulations.
Changes in healthcare companies’ operating environments are typically the driving factor behind internal organizational transformation in healthcare. For example, when the government changes the way it reimburses healthcare organizations for providing care, healthcare organizations may be forced to change the way they operate in order to remain profitable. Changes in leadership drive organizational change in healthcare by causing changes in the way care is delivered. For example, when a new CEO is hired, they may implement new changes in the way the organization operates in order to achieve their own goals. Changes in strategic direction drive organizational change in healthcare by causing changes in the way care is delivered. For example, when a healthcare organization changes the way it delivers care, it may be forced to make changes to the way it operates in order to support the new strategy.
External forces that drive organizational change in healthcare can directly affect the viability of healthcare organizations. For example, the development of new medical technologies often leads to the introduction of new medical procedures and treatments, which can increase the cost of providing care.
Changes in reimbursement can also have a direct impact on the viability of healthcare organizations. When the government changes the way it reimburses healthcare organizations for providing care, those organizations may be forced to reduce the amount of care they provide in order to remain profitable. Changes in the political and regulatory environment can also have a direct impact on the viability of healthcare organizations. For example, the passage of the Affordable Care Act creates new opportunities for healthcare organizations to provide care to more patients, but also creates new challenges in terms of compliance with government regulations.
Internal forces that drive organizational change in healthcare can also have a direct impact on the viability of healthcare organizations. For example, when a healthcare organization changes the way it delivers care, it may be forced to make changes to the way it operates in order to support the new strategy. This can lead to increased costs and/or a reduction in the quality of care that the organization provides. Changes in leadership can also have a direct impact on the viability of healthcare organizations. When a new CEO is hired, they may implement new changes in the way the organization operates that are not supported by the staff. This can lead to a decrease in the quality of care that the organization provides.