The case study of the Multistate Health Corporation provides a rather distinct need of adjustment. MHC is a healthcare provider that held more than 10,000 employees in different regions in different countries. MHC was a well of organization until the year of 1989 where the government had implemented significant changes into the system. In addition, the market alone had increased a more competition in means of services provided to relatives to care for their own at home. In other words inpatients was slowly declining whilst the outpatient was increasing. Therefore, leaving the MHC with excessive supply and short of demand. With the changes came new Strategic goals that would provide changes for improvement. Adapting to changes while efficiently lowering cost was a major issue. Technology implementation was also another. It was quite costly to make the changes …show more content…
While the changes were necessary an area of focus would be for top management to be able to apply the new strategy and cutting sot simultaneously. Furthermore, the new market provided new challenges that allows the new strategy to be in place without affecting the employees motivation. This may be a perfect initial focus on the Human Resources department as a triggering gap that may need an analysis. Training is a significant tool thus knowing what needs training on was very crucial at this point. As stated in the case study "we don 't have a coherent HR system in place ' ' and "we have grown too large for our human resources information system(HRIS)."(Blanchard 52). This alone suggested that the firm did not know their employees weaknesses nor understood them. Since MHC was having financial difficulties this could also reflect as a competence issue with the CEO, however, since the HRIS did not have the valid information this was entirely a matter of
It is enthralling to note that in spite of the advances in healthcare systems, such as our hospital’s ability to provide patients with lower cost, managed One being the Health Maintenance Organizations (HMO), which was first proposed in the 1960s by Dr. Paul Elwood in the "Health Maintenance Strategy”. The HMO concept was created to decrease increasing health care costs and was set in law as the Health Maintenance Organization Act of 1973, after promotion from the Nixon Administration. HMO would, in exchange for a fee, allow members access to employed physicians and facilities. In return, the HMO received market access and could earn federal development funds.
Humana Incorporated is a health and well-being for-profit health insurance company based out of Louisville, Kentucky. Humana controls in three segments: retail, employer group and healthcare services. Humana insurance products allow members to have access to health care services through its network of health care providers. Humana provides additional services to its members and third parties that support health and wellness, including pharmacy, provider, home-based, and integrated wellness services. Humana’s retail segment consists of products sold on a retail basis to consumers, including medical and supplemental benefit plans. Humana offers an array of health services, health assessments and health programs for members as well as the elderly.
Hospital Corporation of America (HCA). Staff Analysis Statement of Problem HCA, after following a conservative financial policy since its establishment, has entered the new decade preparing to make some changes in order to realign their financial strategy and capital structure. Since its establishment, HCA has often been used as a measure for the entire proprietary hospital industry. Is it now time for the market to realign their expectations for the industry as a whole? HCA has target goals that need to be met in order to accomplish milestones in the future.
Managing transformational at National Computer Operations is an article discussing the dilemmas faced when a company is forced to implement changes within a two year timeframe in order to compete with other emerging computer technology companies. NCO’s Managing Director Gar Finvold, decided to review NCO’s market position and to look for improvement opportunities that change implementation enhancements would ensure that NCO would emerge and maintain their position as the leading computer support services firm.
WellStar Health Systems is currently the preeminent and largest health care provider in Metro Atlanta. WellStar Health Systems is a not-for-profit institution that is composed of 5 hospitals and an abundance of physician groups. Physician specialty groups included within WellStar are: ENT, Psychiatry, Endocrinology, Pulmonary Medicine, Infectious Disease, General Surgery, Rehabilitation, Pathology, and Rheumatology. WellStar’s organizational design is composed of internal and external factors that define the organization’s size, organizational structure, and processes. Internal and external factors are the basis for influencing managerial conclusions in decision-making. These factors vary from organization to organization and are the rationale for understanding WellStar’s strengths, weaknesses, opportunities, and threats. Understanding these variables is a necessity for the sake of WellStar’s survival
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Changing Roles. Traditionally, HR has been an administrative position-processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, the emphasis is on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people oriented and protect their human capitol, the staff. In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century.
In business, when we approach change, whether it is about cost reduction, merger or supporting a new technology we need to treat it as a seriously disruptive and stressful activity for all involved especially those leading the change.
Source: Tamkin, P, Reilly, P. & Strebler, M. (2006) The Changing HR Function: The Key Questions. Change Agenda, Issued: October 2006, Reference: 3836, London: Chartered Institute of Personnel and Development
The strategic stand during the transformation change at the beginning was focused on downsizing its business core units by cutting employment by 10%. Cutting costs was also a priority as they moved to outsourcing of some of its business processes, especially in the IT area if it met its core function of the company or if there was value in it.
To meet the needs of the current organization a significant increase in staffing and recruitment must take place for the hospital to serve the community. Not having adequate staffing to accommodate the increase of patients can be a potential risk. Another weakness is the fact that the company has, in recent years fallen behind its competitors in the market sharing distribution. This may also be because of the threat that a competitor has recently updated their facility drawing in more of the market sharing.
...ess of the organizations inclination to change; the staffs skills and competency; magnitude of revolution capability and decision-making strategy. This change must be pertinent to the organizations objectives and to its members; opportunities for the members of the organization to make informed and prudent choices for a prudent decision-making.
It is apparent that the only thing constant in business is change. Organizational change is often an overwhelming challenge for business leaders, managers and employees alike. The need for change may be the result of market shifts, economic environment, technology advancements or changing work force skill-set demands. Today Organizational change occurs for reasons that originate external to the organization (Chandler, 1996: Hannan & Freeman, 1984), as well as internal to the organization (Baker 1990: Prechel 1994). Thus, External constraints, internal constraints, resource dependency and increasingly growing competitive markets force organizations to change in order to maximize economic potential. Although organizational changes are usually a response in reaction to an event, companies and leaders should still expect to encounter issues. Organizations need to be more proactive and contingent on how to handle the problems that will inevitably come about. This will make the process of organizational change go smoothly as well as reduce resistance through proper management techniques. Resource dependency argues that both environmental and organizational constraints impact organizational change (Pfeffer & Salancik, 2003).
Robbins et al. (2011, p. 186), states ‘Change is an organizational reality and affects every part of a manager’s job’. Today’s wave of change primarily created by economic condition so change is now such a constant feature of organization life (Goodman, E. 2011, p.243). Organizations need to be changed at one point or another in structure, technology or people. These changes are defined as organizational change (Robbins et al. 2011, p.18). Organizational change is important because changes can increase effectiveness and efficiency, the innovation of products, services as well as dealing with changes in external and internal forces (Goodman, E. 2011, p.243). However, ‘the bottom line is that organizational change is difficult because management systems are design and people are rewarded for stability’ (Lawler, E.E. & Worley, C.G. 2006, p.11).
In any organizations management would have to contend with any unavoidable changes that might take place. New machines, equipment, unstable business environment etc. can bring these changes. Successful implementation of the product therefore depends on the ability of the management to deal with the changes and resolve any emerging conflicts there from.