Organizational And Change Theory: Reducing Change At HSC Pediatric Center

Organizational and Change Theory

Organizational change deals with changing from how things were previously done to innovations that are aimed at introducing better results. The purpose of this paper is to discuss the cost reducing changes implemented at HSC pediatric center through electronic supply tagging and the introduction of the Omnicell. This paper will also discuss how communication and education make organization change more efficient.

Organizational and Change Management.

Next to labor expenses supply costs is the next largest expense on a hospital's budget. According to the University of Arkansas study, “the average hospital provider spends more than $72 million a year on supply chain functions, nearly one-third of its annual

12). HSC Pediatric Center, like many other hospitals in this country, have been slow to change. According to Hines (2004), “this slow change has been due to operational Improvement efforts have been stymied by lack of automation, inaccurate data, poor business intelligence and reporting” (pg. 19). Due to this high cost in supply-demand HSC wanted to introduce new ways to manage wasted supplies. Our hospital assumed that the medical supplies were being utilized more than they actually were. When our hospitals data is collected this was not the case. HSC was ordering more supplies thinking that that current supply had run out. Unknowingly, theses supplies were tucked away in closets, under patient cribs and in other places where inventory is not accurate. Two suggestions were implemented to combat this ongoing issue; the use of electronic id tags for larger devices and the implementation of the Omnicell to house other

According to Barry (1997) “for communication to be effective there should be both horizontal and vertical communication in any organization” (pg. 67). When superiors and their staff communicate this is considered vertical communication. For vertical communication to be effective leaders need to communicate new policies and procedures properly, goals while at simultaneously being aware of the staffs concerns (Barry, 1997). Leaders should also encourage Horizontal communication, where staff communicates issues between themselves. Effective horizontal communication outcomes include increased feedback and the motivation of the staff (Barry, 1997) Feedback is a critical part of instituting change. When feedback is shared, specified and utilized this helps improve areas that may be