Professional Documents
Culture Documents
Introduction
Change can be claimed as a critical component within the contemporary organisational ethos.
According to the critics sustainability of the business in terms of future success will
significantly rely on the ability of the business organisations to undertake change
management initiatives and adapt to the changing requirements of the environment. The
report has being developed to address the key issues arising in terms of the St. Anns Hospital
care quality inspection report.
To begin with the author will first identify and analyse the key drivers of change that is
driving the required change management initiatives and this will be carried out in terms of a
PEST, SWOT and force field analysis. Secondly the author will assess and analyse the impact
of the change initiatives on the social care industry and other respective industries. Moving
on the author will explain the key principles of change management along with how to
monitor recent changes within the health and social care services.
1.1 explain the key factors that drive change in health and social care services
Bardgett and Wardle (2010) clarify that change initiatives within the business organisations
will initiate with the process of identifying the changing drivers of the business. According to
them change initiatives could be resultant as a consequence of internal triggers as well as
external triggers that are manifesting the requirement for change. Furthermore it has being
outlined that the business will realise the requirements for change internally as well as
externally Christensen et al (2006). Based on the empirical evidence the author argues that
the assessment of the external factors that would drive change the practices within health and
social care will be addressed by using SWOT analysis and PEST analysis for the service
provider.
Table 1: PEST analysis
PEST Factors
Challenges/ Impacts
Actions/ Priorities
Political factors
legislations underpinning.
2008
Economical
factors
Social factors
disorders
Technological
factors
the patience
1.2 assess the challenges that key factors of change brings to health and social care services
As per the illustration within figure 1, St. Annes Hospital can utilise force field analysis in
terms of assessing and evaluating the change drivers of the business. According Hou and Han
(2005) change drivers will have a higher commitment in driving the change process within
the organisation and as opposed to this the resisting forces will have a higher force in terms
of the driving change initiatives of the business.
Driving forces
Resisting forces
properly
initiatives
2.1 devise a strategy and criteria for measuring recent changes in health and social care
Considering the importance of change for the service provider in terms of the current issues
faced by the organisation it is critical for the hospital to implement a system which will
address the issues relative to the change initiatives of the hospital. CSIP (2008) reporting has
highlighted that a robust approach or a strategy which will enable the service providers to
measure the change initiatives again the planned change process is to adopt a balanced score
card approach which will address the following key questions and the criterions.
Benefits for people
Benefits for partnerships
Benefits for organisations
Benefits for systems
According to the above strategic dimensions the service provider can assess the change
initiatives within the service provider. Furthermore it has also being outlines by CSIP (2008)
those key principles that would underpin the above strategic dimensions as follows.
The benefits that has being outlined could be in terms of one individual or one stakeholder or
based on a group of individuals or stakeholder
A benefit is considered as benefit only when the respective recipient admit it
Benefits are considered as retrospective that is benefits will come into play afterwards that
they have being planned
Benefits that is realised for each group of stakeholders need to be in realisable terms that is
they need to be measurable and observable
Realising benefits have being outlined as: doing something new, doing things better and
ceasing to do something.
2.2 measure the impact of recent changes on health and social care services against set
criteria
CSIP (2008) has claimed that the eventual changes that are occurring within the social care
and health care services are of two fold, one which will consider as the major change
initiatives and the other change initiatives are minor change initiatives. However it has being
articulated that major change initiatives have the potential of having significant impact on the
overall organisations and further this will embrace the facts that change initiatives will
eventually have an impact across the health and social care industry. According to CSIP
(2008) the themes that has driven the change to the date has being emphasised where the key
themes can be clarified as the major change that has taken place within the recent past.
Table 3: Recent changes within the health and social care industry
Involvement
users.
streamlined processes.
2.3 evaluate the overall impact of recent changes in health and social care
Pasmore et al eds. (2009) and Cummings & Worley (2008) have noted that every change
should have positive outcome through the organizations. The overall impact of changes in an
organization can be the efficiency of the employees, cost-benefit, case completion, referral
rates, waiting and response times etc.
2.4 propose appropriate service responses to recent changes in health and social care
services
organisation
This process would involve evaluation and
assessment of the market forces and
respective competitive initiatives.
Furthermore this would also involve
initiatives in terms of developing future
direction for the business organisation along
with assessing the evidence to emphasise the
requirement of change.
simple
This is where the organisation need to take
initiatives to remove the obstacles for the
change and also change structure and vision
need to be aligned with the vision of the
Empowering action
change strategy
This is where the short term wins are created
and the rewards need to be granted for the
participants
Further it is important to create performance
improvements and recognise and rewards
Do not let up
Burnes (2004) claims that Kurt Lewin has emphasised the importance of understanding the
change drivers and resisting forces (Macadam, 2006) and based on these grounds he has
developed a force field analysis to assess the forces that would support for the change
management within the organisation. According to Golber and Lewin (2004) the success of
the change management programme will significantly rely on the strength and possibility or
the higher level of driving forces and it has being identified that driving forces need to be
more than the resisting forces in order to ensure successful transformation of the change
process.
According to Lewins change model it can be claimed that it is important to first unfreeze the
current status of the business. This will involve business organisations emphasising the
positive attributes that is likely to be realised as a consequence of the change process will
take initiatives in order to promote the driving forces of change of the business. Moving on
the change phase would involve managing the change within the business in such a way
where the resistance to change is minimised. Similarly the refreeze phase would involve
establishing the new policies and procedures of the business and also this will require
recognition and appreciation in terms of the new change approaches that is being taken by the
business as well.
3.2 explain how changes in health and social care are planned
Change initiatives within the social care are planned once a quality inspection report has
being released with relevant to the particular social care service organisation. This is because
this will highlight and emphasise the quality issues that are revolving around the organisation
and the service provider will have to amend and adjust the required changes in order to be
outperforming within the industry. Furthermore based on the changing business practices that
are based on the needs of quality enhancement requirements and external regulatory
requirements the business will undertake change initiatives in order to be in line with the
changing business practices and regulations.
3.3 assess how to monitor recent changes in health and social care services.
To monitor the recent changes in health and social care services it can be advisable that
business or the service provider can undertake a PEST analysis whereby the each factor
within the PEST factors might have caused the changes for the service (Armstrong, 2009).
Furthermore it is also important to understand the eventual quality change requirements
within the business as well in order to facilitate change within the social and health care
service. At the same time based on the regulations within the industry it is essential to
develop processes and policies to implement and this will lead the need for change for the
organisation.
Conclusion
This report has being developed to assess the importance of change management practices in
social and health care services. Overall report has being developed to address the issues that
is underpinning within St Annes hospital in terms of the CQC report which has being
recently prepared. The report reveals that the business or the service provider currently facing
many issues in terms of the quality issues that is prevalent within the business organisation.
Further it has being appraised that within the social and health care industries undertaking
change is critical as it will have a significant impact on the service users as well as the service
providers. Further it has being emphasised that the change management is critical for the
service organisation, this is because the change is the process of transforming the service
from one state to another and this has being assessed in terms of the social and health care
industry. Further the relevance and procedures undertaken to monitor the health and social
care change management initiatives also have being emphasised within the report content.
References
Armstrong, M. (2009) Armstrongs Handbook of Management and Leadership, 2nd edn
London: Kogan Page Limited
Bardgett, R. D., and Wardle, D. A. (2010), Aboveground-belowground linkages: biotic
interactions, ecosystem processes, and global change (pp. 1-301), Oxford: Oxford
University Press
Burnes, B. (2004), Kurt Lewin and the Planned Approach to Change: A
Journal of management studies, 41(6), 977-1002
Reappraisal,
Christensen, C. M., Baumann, H., Ruggles, R., and Sadtler, T. M. (2006), Disruptive
innovation for social change, Harvard business review, 84(12), 94
Cummings, T. G., and Worley, C. G. (2009), Organization development and change Cengage
Learning
Golbert, J., and Lewin, D. R. (2004), Model-based control of fuel cells::(1) regulatory
control, Journal of Power Sources, 135(1), 135-151
Hall, A. (2008) Overcoming Resistance to Organizational Change Initiatives, OM 5216
Conflict Management and Dispute Resolution, Capella University
Hou, Z., & Han, C. (2005), Force field analysis snake: an improved parametric active contour
model, Pattern recognition letters, 26(5), 513-526
Macadam, C. (2006), Addressing the barriers of managing changes, Management
Development Review, 9(3). Pp. 38-40
Moran, J.W. and Brightman, B.K. (2001) Leading organizational change, Career
Development International, 6(2), pp. 111 119
Nickols,F. (2010), Change Management 101, International Journal of Change
Management
Web References
CQC (2014) Health and social care act (2008) [Online], Available from:
http://www.cqc.org.uk/organisations-we-regulate/registered-services/legislation,
[Accessed: 25/03/2016]
CSIP, (2008) The Balanced Score Card, [Online], Available from:
http://www.dhcarenetworks.org.uk/_library/High_Impact_Changes_For_Health_and
Social_Care.pdf, [Accessed: 25/03/2016]