Role of Manager in Implementing Change - Research Paper Example

? Implementing Change Implementing Change Introduction Managing change is not easy because of the complexity, and challenging process that is involved. Change means the process of unfreezing or repealing old behaviors, presenting new ideas, and adopting them. This change is an essential part of constant quality enhancement through proper planning and measurements. It is evident that to have a competitive edge, a business must have the ability to change, adapt, and progress in an effective way than the competition. Managers of the organization must be able to understand how to implement change in a composed and organized manner to generate positive and progressive results. In healthcare systems, there is need for change in a bid to encourage delivery of safe and excellence care (Lewis, 2011). Role of Manager in Implementing Change The managers in healthcare organizations have roles and responsibility to ensure that change is implemented effectively. This means that a manager in healthcare facility should be the agent that facilitates the change process to flow smoothly from one stage to the next until it is completely adopted. Many emotions like anger, enthusiasm, acceptance, or even elation may occur among employees as change is introduced. The role of the manager is to understand the causes of these emotions so that one can choose a process that is acceptable to everyone. The manner must win the hearts and minds of the workers to increase the likelihood of the change taking place smoothly. This means ensuring that the employees are aware of possible changes in good time so that they prepare and adjust to the idea (Zussman, 1988). In this respect, the manager must adopt effective communication channels to introduce change in the organization. It is necessary that all workers and stakeholders get a chance to give their insights and opinions regarding the proposed changes. The idea is to change the mindsets of the workers and develop confidence to work closely with everyone in trying something different. Communication in the healthcare setting is crucial because the workers have to adapt to new systems that may be new to them. The manager has the responsibility to ensure that all workers are included in the change process so that they do not feel that it is forced into their routines. Close communication and contact with all healthcare staff is necessary in order to allow trust and confidence on the new change to build up (Zussman, 1988). The manager in healthcare institution should create an environment where employees feel there is a “win-win” situation for all. Employees can be motivated to have a positive attitude towards change when they know that it is for the benefits of the organization and everyone working in it. The manager must therefore, generate a sense of urgency by overshadowing uncertainty of change with fear of what would happen if the change is not done. Employees are bound to react badly to change when they realize that the change being introduced is not worth the effort (James, 2008). How to deal with Resistance to Change Resistance to change is a common phenomenon among employees when they are faced with the concept of doing things differently. However, managers especially in healthcare facilities can handle resistance to change effectively to succeed in the process. The managers in healthcare facilities need to investigate the reasons the employees resist this change. When this is understood, the manager can come up with methods and strategies to fulfill employee expectations. In essence, a manager ought to realize that resistance to impending change is a natural response from humans because it is interruption from regular duties. Responding to resistance is therefore, a necessary part of the manager’s job to ensure processes in healthcare facilities do not stall (Farquharson, 2010). Clear communication by enlightening employees the need for change is bound to generate better results. This means the manager should give all employees an opportunity to discuss their concerns and they should be addressed appropriately. The manager must listen to employees and specifically address their concerns so as to build trust and confidence in the change process. It is necessary to have the manager take up one on one interactions with employees to assist them understand the value of this change and repercussions for the organization if change is not adapted (Farquharson, 2010). The Change Process Assessment is the first step in change process and it involves using available tools by the management team to gauge if the organization is ready to undertake any changes. This readiness can involve organizational analysis, culture and history analysis, employee analysis, shareholders, or even change analysis. The tools used to assess the viability of the organization to change give insights into the problems or prospects that it may go through in the period of change process. In healthcare systems, it is necessary to assess the scope of this change within the organization including the extent of the change, the people affected, and check if the change would be slow or radical. It is also important to assess willingness of the organization that is affected by this change. This means considering culture or background of the involved groups, the amount of change that is already taking place, and even the resistant that may be faced. In addition, the strength of the team taking up the task of dealing with the change need to be assessed, and the stakeholders involved in the change procedure. For instance, in healthcare facilities it is necessary to assess how change would impact the workers, consumers, and the leadership (Timmreck, 2003). Planning is an important stage in the change process that requires understanding how change would be realized in the organization. This plan depends on the complexity or simplicity of the change that is expected within the organization. This process revolves around thinking about the reasons why change in the organization is necessary. It is necessary at this point to consider the problems identified that necessity change, and compare with what issues would arise if change is not done. There is need to understand the actions that are needed to instill change effectively and that which would last. The planning stage is necessary in order to engage the employees and the senior management in effective ways of dealing with change. The process also requires setting goals and objectives through the entire change process to benefit all involved parties (Timmreck, 2003). Implementing is another important step in the change process because it involves connecting many parts of the new ideas. Implementation requires the involvement of everyone including employees, managers, and top executive to ensure that it flows smoothly. For instance, in healthcare facilities, communication is an important part of implementing change by allowing everyone to know that change is impending. Early communication is necessary so that all stakeholders have time to reflect and adjust to the idea of change (Timmreck, 2003). Team work is necessary when the change process is ongoing because it allows an input from everyone through views and voicing concerns. The management ought to provide feedback to employees’ concerns and views in an efficient manner to allow smooth implementation. This is because employees would like to know if the change is worth their efforts or if it is likely to cost others their jobs. For instance, in healthcare system clinicians need to have clear feedback to ensure that they maintain close and quality relationship with consumers (Suran, 2003). Evaluation is an important part of the change process because it allows measures to be carried out to decide whether the planned change would result to an improvement. It is important to have a pilot or trail project of the proposed change in a department that would be involved largely with this change. The results from this pilot project may give a direction on what would be expected from the implementation of the entire change. Evaluation through a pilot or trail change can be done in a certain medical department or with certain patients to see the results that the change may bring to the healthcare facility. Evaluation ensures that an effective method is reached while at the same time understand the consequence of change in the organization (Timmreck, 2003). Conclusion Change in any organization is a complex process because the result may not be what is expected. However, change is necessary especially in healthcare facilities to ensure improvement of care. Managers play a great role in implementing change including understanding how employees react to change, motivating them through constant communication, and showing employees the benefits of accepting change. Resistance to change is a common occurrence but managers must be able to deal with it amicably by realizing the root of the resistance. The change process is a series of stages that include assessment of change, planning for change, implementing, and evaluation of change. These stages are crucial especially in healthcare facilities to ensure that change is accomplished in a smooth manner. References Farquharson, B. (2010). Fast Facts for the Clinical Nurse Manager: Tips on Managing the Changing Workplace in a Nutshell. New York: Springer Publishing Company. James, R. (2008). Change Management in Health Care. Retrieved from: < http://academy.clevelandclinic.org/LinkClick.aspx?fileticket=tCy9kstz6FU%3D&tabid=1846> Lewis, L. (2011). Organizational Change: Creating Change Through Strategic Communication. Hoboken, New Jersey: John Wiley & Sons. Suran, S. (2003). How to Implement Change Effectively. Retrieved from: < http://onlinelibrary.wiley.com/doi/10.1002/jcaf.10134/pdf> Timmreck, T. (2003). Planning, Program Development, and Evaluation: A Handbook for Health Promotion, Aging, and Health Services. Burlington, Massachusetts: Jones & Bartlett Learning. Zussman, D. (1988). The Role of the Manager in the Management of Change : an Exercise in Downsizing : Player's Manual. Edmonton, Alberta: Institute of Public Administration of Canada. Read More