Yves Morieux is an authority of corporate strategy, redesign, and structural and behavioral system methodology. He is academically inclined, with a PhD in business administration (industrial marketing), DEA in organization sociology, a postgraduate certificate in research and quantitative skills, and a master’s degree in Management (Yves Morieux, 2016). In 1995, Morieux began working at The Boston Consulting Group (BCG), with a focus of providing advice to senior leadership regarding various organizational strategies and transformation designs. He is well-known for the organizational concept of Smart Simplicity: Six Simple Rules which was created in conjunction with BCG customers. The basic philosophy is centered on developing an atmosphere …show more content…
Many organizations continue to utilize traditional methods: numerous levels of management, multiple experts, outsized head-quarters with abundant staff, top-heavy management, bureaucracies, and corporate specific policies and procedures (“Transforming organizational structure”, n.d.). I work for one of the largest healthcare organizations in the nation; Hospital Corporation of America (HCA). The organizational structure and system processes for change is a prime example of the traditional methods. HCA facilities have little to no flexibility and autonomy; most departments are siloed and unaware of other departmental goals and objectives; majority of policies and procedures are corporate driven and cannot be …show more content…
Simple rules create more value, remove additional cost, leverage state-of the-art thinking and practices, break cyclical complications, assist companies to grow, create enduring value, achieve competitive advantage, offer practical points, and quick to implement (“Highlights from a new book”, 2016). As the Risk Manager of a mid-size trauma II facility, simplicity is imperative and necessary to manage the numerous responsibilities and tasks demanded by administration, corporate policies, governmental rules and regulations, and ability to provide high quality patient care and enhance patient safety initiatives. It has been an on-going culture shift to simplify how my organization functions, but with continued encouragement, autonomy, cooperation, and support given to departmental directors and managers, simplicity will result in a more successful and less complicated organizational environment (Janney, 2014).
Why Employees Resist Change According to Jaramillo, Mulki, Onyemah, & Martha (2012), there are many reasons employees resist change such as, the fear of ambiguity, possible loss of control, and fear of inability to meet expectations. As a leader, in order to remove employees’ fear of ambiguity and enhance cooperation, necessary interventions include better communication regarding purpose for change, incorporate staff engagement in the implementation process,
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
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.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Why now? Why are we focusing on transformational leadership? Healthcare costs are continuing to rise. Some of the critical problems and active debates prevalent in many hospital organizations include the rapidly intensifying healthcare costs, funding and reimbursement cutbacks, and concern regarding the overall quality and safety of health care. “Healthcare systems have come under pressure to improve performance and manage productivity” (Botting, 2011). To be successful in the 21st century, there is a demand on healthcare systems to have a vision and executive and clinical leadership to inspire the change process and make the difference between success and failure in change.
Inside a healthcare organization, there are little changes that are made in there and there is a process that I would use to introduce this miniscule change in the organization. There are a large number of different types of changes that can be done in the organization which includes mission & strategy, organizational structure, people, culture, knowledge, policies & legal agreements, processes, technology, products, marketing & customer relationships, and integration. Based on the different types of changes that can be done we can figure out one typical change that could happen. This change could be a change in policies due to problems that have been solved by using the decision-making process and in order for the same problem not to be done again, they created a little add-on
Business strategy and structure have always been related. Organizational change involves innovation, process improvement, and organizational redesign (Galbraith and Lawler, 1993). They also noted that the hierarchical structure is related to changes in speed, quality and productivity. In recent years, the pace of change has accelerated so drastically that most organizational structures and management principles have no hope of adjusting or adapting (Hammer and Champy, 1993). Today’s changes are discontinuous and happening at a geometric rate. Organizations must be sufficiently agile to be instantly reconfigurable to meet new demands (Tetenbaum, 1998).
Walston, S. L., & Chou, A. F. (2006). Healthcare restructuring and hierarchical alignment: Why do staff and managers perceive change outcomes differently? Medical Care, 44(9), 879-889.doi:http://dx.doi.org/10.1097/01.mlr.0000220692.39762.bf
Kotter, J. P. (2007) ‘Leading change: Why transformational efforts fail’. Harvard Business Review, January: 93- 103.
There are numerous reasons why an employee might be resisting the change, and there are lots of approaches to address resistance, but without understanding why there is resistance, leaders are unprepared to deal with the issue.
Implementing change in the workplace is a dynamic process. Although change itself can be controlled and limited to some degree, innovation is substantially even more dynamic. This dynamic, unpredictable process introduces vulnerability, which can lead to employee frustration. Just as the scenario addresses, many individuals become motivated at the thought of change and innovation; however, the change does not occur due to resistance or other obstacles. Much of this resistance arises from the unpredictability and vulnerability of the process. Managers must be able to prevent or manage resistance by using tools and strategies to smooth the process.
I have always aspired to be the prosperous business owner of numerous companies that are internationally renowned for affordable product innovations, affable customer service, and plentiful employee benefits. Additionally, while embarking on an educational journey to fulfill my aforementioned dream, I was delighted and altogether relieved to have discovered a historically reliable blueprint, that is worthy of constructing my ideal business from the ground up. Moreover, credible evidence indicates that the key to a successful business is centered upon an organizations collective understanding and intelligible implementation of four primary management functions.
In addition, fine-tuning fosters both individual and group commitment to the department excellence, and the organisation’s mission, clarify established roles, and promote confidence in accepted beliefs, norms, and myths (Dunphy and Stace, 1993). Incremental adjustment is about distinct modify the organisational strategies and management processes (Senior, 2002). But, it does not involve radical change. In contrast to incremental adjustment, modular transformation is radical change, which identified by major shifts of one or several departments or divisions. However, instead of focusing on the whole organisation, it only pay attention to a part of the organisation (senior, 2002). Corporate transformation is the change that corporate-wide and characterized by radical alterations in the business strategy (Dunphy and Stace, 1993). As Dunphy and Stace (1993) demonstrate, this sort of change reorganisation, revision of interaction patterns, reformed organisational mission and core values, and altered power and status.
Unfortunately, most change managers may feel reluctant in sharing information with employees as they fear the unexpected events that may occur and threaten outcomes. Change managers are also apprehensive in communicating as they are scared their competitions be on alert or employees may leave due to fear. Hayes (2014), advises change managers to develop a communication strategy in order to better communication with employees. He identifies steps to take in order to create a communication
There are many aspects in change leadership and people’s fear is one of them. Working as team member in a company takes a long time to adapt to other team members and work productively. Those employees who cannot accept changes fast and adapt to new team members may have troubles to work effectively and may be causing stagnation of other workers and a...