Change and operational and Strategic change

Change and operational and Strategic change Referring to the Mount Marion Care Home (MMCH), it can be considered as a small scale institution which is equipped with just a hundred of beds also with relatively small crew of workers. It is clear that the institution is running at a small budget depending on its limited capabilities. Therefore, according to the team leader who was appointed at that day, the allocation of crew members per one floor was just four in order to take care of twenty users. But the cares has demanded for more crew members for the service by stating that the allocation of me the members may not be adequate for the service. Not only that the carers were not agreed with decision of the team leader which allocation of lesser number of pads for the patients. The carers were not given any support and the guidance from the team leader regarding the caring process of incontinent patients under the limited number of crew members at such an emergency situation. Therefore, there was a mixed up between the carers in relation to their health care process and lead to some few issues such as breaking the hip bone and a severe muscle pull on the customers. By analyzing the situation at the MMCH, it is clear that there should be an operational change along with technological change and the strategic change may be required in the health care process in relation to staff members to act in an appropriate way at such an emergency situation. 1.2 Triggers of change Considering the external business environment in relation to the MMCH it may be more dynamic and complex. Therefore it is required to conduct PESTEL analysis in regular basis. By using PESTEL analysis it may be much easier to identify the most of the significant changes in the business environment. Considering the concepts on human resource management and the outsourcing may also triggers the change. Therefore, those concepts together with PESTEL may enable the management to examine those changes and to revise their previous assumptions. 1.2.1 PESTEL analysis on MMCH The decisions of the management of the MMCH may be influenced by the factors of the macro business environment. Those factors may be trade barriers, changes of tax and tariffs and new implementation of laws and acts. Referring to the political factors in relation to PESTEL analysis, it may consist of governments economic policies, subsidiaries and also the business support priority. Such kind of political decisions may generate impacts on health, the level of education of the work force and the other infra structure facilities such as transport. Since the MMCH is considered as a health related business institution, the education level of the crew and the infra structure facilities like transport may be vital. Interest rates, changes of tariffs and taxes, the inflation and the changes in exchange rate can be considered under the economic factors. According to the economists, the behavior of the business can be influenced by a greater degree by the economic change. For an example, the increased interest rates may discourage the investors. Similarly, the inflation may cause the rise of the demands of workers for more salaries and wage. In contrast, the increased national income may result in the increased demand for the services of the business firms such as MMCH. The demand for the health service of MMCH and the willingness to work of the employees may be influence by the social factors. For an example, if it is an aging population there will be an increased demand for the health services and medicines rather than the other services. Considering the technological factors, it may consist of the products which have been made as a result of the technological development. In relation to the health services the OMR scanning technology and electro cardio gram (ECG) can be considered as examples. The critical thing is that, the technology may have the potential to reduce costs with improved quality of services which can be lead to an innovation. Therefore, with the advancements of the technology MMCH may have the potential to treat their customers with improved service at a lower price. Changes of the weather and climate can be considered under environmental factors. Those factors may have the capability of generating impacts on peoples health. For an example increased global temperature may result in the increased susceptibility to out breaks by insects such as Dengue. Such kind of changes may affect on the pattern of demand and the business opportunities of the health institutions such as MMCH. Legal factors consist of the factors which are related to the legal environment of a business where it operates. For an example, increased minimum wage limit of the workers may affect the current action of the firms. Referring to the firms such as MMCH which is based on health services it is required to develop new systems and procedure at such a situation. 1.2.2 Out sourcing and the human resource management Out sourcing is known as the involvement of the external service provider in the means of contract basis for a business function (Overby, 2007). Out sourcing process is being used in the most of the firms in order to obtain various benefits such as saving of the production cost, cost restructuring, and improve the capacity for innovation and expertisation of operations etc. therefore, referring to the MMCH outsourcing the labour force may be a good option since the firm is running out of small budget. Human resource management can be considered as the management of the firms employees as a resource. It consists of four major components such as administration of personnel, organization management, managing the labor force and the managing the industry. HRM strategy possesses that the way of implementing the function of human resource management on a business. In common, HRM strategy consist of thee major components such as close cooperation, best practice and the continuous monitoring. Though the implementation of HRM strategy is not compulsory, when considering the issues regarding the management of MMCH it may be required for the smooth operation of MMCH in the business environment. 1.3 Operational and strategic change The change that would be expected in MMCH would be basically divided in to two phases. Strategic change Operational change Considering the strategic change it can be considered as a field which is influenced by the decisions of the management. It includes the maximum utilization of resources in terms of improving the performance of a business in the business environment. In relation to MMCH, it may focus on the meeting the MMCHs objective and vision in terms of implementing the novel policies and other plans. For an example, implementation of new quality standards for the service of the hospital can be considered. In contrast, the operational change may include the technological advances in relation to the quality and the efficiency of the service. With the globalization, novel techniques are being developing especially in relation to health service. For as example CT scanning technology, radio therapy and other developments can be considered. Therefore, the future change should be include those both phases of changes. L.O 2 Role of the manager and the making models 2.1 Role of the manager at MMCH The role of the manager can be classified under several elements. When the change should be implemented and what would be the purpose and who has to engage in different tasks. Promote discussions and assigning the different tasks, depending the capabilities of members. Produce the time bond for the assigned task. Plan development. Act as a role model To achieve the role of manager the appropriate model making process is important in the business. Therefore, different model making studies should be studied and should use a blend of that models which would be appropriate. 2.2 Studies of Kotler on transformational process John Kotler had studied about the influence of the change of initiatives on failures and the success of a business. Kotler has revealed that in successful cases, the change process occurred in the series of phases during an extensive time-span and he skipping of steps may cause unsatisfactory results at the end (Kotler, 1996). The phases that should be taken place in the process can be divided in to eight phases. Creation of a requirement of urgency Formation of a powerful guiding alliance Vision creation Stating the vision targeting the community Authorize members to take part on the vision Planning process and acquiring short-term success Combine the improvements and maintaining the force for change moving Admitting novel approaches Identification of vulnerability of the business may be the generation of the requirement of the urgency for a business. In relation to MMCH the management and the crew had already identified the vulnerability of the business with that issue occurred. According to Kotler (Kotler, 1996) if at least 75 % of the management has persuaded that business as normal may not be a acceptable plan in the future. Guiding alliance may be started with just few people. But, in long term the team should be expand continuously by adding new members. Referring to the MMCH in this process, the initial group with few people should be well reputed and talented group. Generation of a picture which can reveal the future of a business may be a better strategy in terms of educating firms customers, employees and also the stake holders about their future. It also facilitates the clarification of a business what is the way they should move in the terms of success. According to Kotler (Kotler, 1996), it is require the management to estimate the requirement of the communication of the prepared vision and that effort should be multiplied by ten. The critical thing is to utilization of the every communication channel and the opportunity. Authorizing the other members to take apart on the vision means allow the members to work on innovative ways and create changes by their involvement. Referring to MMCH, the obstacles which may affect on the firm in greater degree should be overcome. Real transformation process may be a long term process. Therefore, urgency level of the people can be decreased during a long period of time. To avoid that, commitments may be required to make short term business successes to keep the urgency level at high level. Since the transformation process would occur over a long time period, new approaches may be undergo weakening. Similarly, pronouncement of success may affect on negatively on momentum. Therefore, the leaders should take efforts to examine the changes in basic cultures to reveal the relationships in order to move the members in as innovative ways. Two major factors may influence with the institutionalization process such as attempting to aware the people on improvement of the new approaches and ensuring the generation of innovative leaders in the future. Kotler states that among the most of the mistakes, those eight may be major ones and the full of surprises may be behind the successful stories (Kotler, 1996). 2.3 Lewins model of organizational change According to the Lewins, the change of an organization is a progression shift of an organization between two static states (Lewins, 1951). The model consists of three major stages such as unfreezing, changing and re freezing. Unfreezing includes generating the appropriate conditions for a transformational change of a business. The members of a business organization may resist the changes in some situations. For an example the disagreement between the team leader and the crew members of MMCH can be illustrated. For beneficial changes that would result in discomfort. Therefore, the challenge of the leaders may move the people from frozen to unfrozen state tactically. The changing stage also can be identified as transition phase. During that stage the members may aware about the importance of implementing innovative ways in their business. But, the problem is they may not have the correct ideas to be implemented. Therefore, the leadership should train, guide and advocate the members about those innovations. The ultimate objective of this stage is to keep the members at unfrozen stage which have been acquired at the first stage. Refreezing stage can be identified as the establishment of the new stable level with comfort for the existing business by guiding the people back to their familiar and safe environment. The ultimate goal of this stage is to achieve a better frozen state. Through this step, the business can be changed in to stable and high productive stage than the earlier time. L.O 3 Resistance of change Reasons for the resist changes and overcoming the resistances If it is an implementation of a novel plan for the business, there would be some resistant can be created in workers. Those resistant may be due to several reasons. Such as, Increased work load for the carers. Issues regarding the salary. Lack of reliability on novel planning process. Novel plan may be implementing in terms of increasing the efficacy and to improve the quality of the service. Therefore, in some situations the overall work load of the carers may be increased. As a result of that, resistant can be generated in the staff. This can be in cooperated with the issues regarding the salary schemes. Lack of the reliability of workers on novel implementation can be considered as another issue. The issues regarding the work load can be managed by assigning the job responsibilities depending on the capabilities of the staff members or managing the number of the workers by adjusting the budget and the other resources. By managing the company budget, the salary issues can be managed. It can be also managed by cutting off the unnecessary expenditures. Through the continuous awareness programs which are organized by the hospital management, the reliability of the workers on the novel plan implementation can be improved. When considering the novel planning implementation it is critical to overcome the resistance by the staff members to make the implementation process in to success. L.O 4 Impacts of change 4.1 Impact of MMCHs organizational culture on change The attitudes, beliefs and values, experiences and the psychology of a business which is describing in relation to the management and the organizational studies can be identified as the organizational culture (Charles and Gareth 2001). Cultural change may be a complex process which will be taken place during a long time. The process consist of three major steps such as revealing the believes and core values, discuss the differences between core values, checking the in congruencies in and unintended believes and values and choosing which one to be committed and repetition of the steps. As a result of the change, both positive and negative impacts can be generated on the organizational culture. 4.2 Impact on the stake holder There are several types of stakeholders can be identified in a health service such as MMCH. The possible stake holders would be owners, employees, end Consumers, financial community, suppliers, public organizations and the other interested groups. The changes of the plan of a business may affect on stake holders both positive and negatively. When considering the positive impacts the increased budget for the MMCH may encourage the stake holders to engage in the business process more than earlier. Increased shares of the business to the public may increase the involvement of the public to the business. In contrast, the increased competition between the stake holders may cause to discourage the stake holders in the engagement of the business. L.O 5 Different leadership strategies 5.1 The team work and the management Three basic components can be identified in a team work. Those three may be the environment, leader and the subordinates. The critical thing is the components are independent. The responsibility of the manager is to create an environment where the subordinates may favorable to work. The manager should examine the different unique potentials of the subordinates and where it can be applied effectively. The manager should have the capability of guiding the team towards a common goal. The ultimate output would be the efficiency of work. Referring to the MMCH, the management should make the environment where the crew can work favorably. This may include allowances and other benefits depending on their capability of work, adjusting the budget depending on the demand, recruiting the new members as per the requirement and monitoring the quality standards of in relation to equipments and services of MMCH. The management should also identify the potentials of the different individual workers. By using that, they can admit the most suitable crew member to meet they expected under the each section of the hospital. 5.2 Strengths and weaknesses of leadership strategies Leadership for an organization can create both positive and negative results (Michael, 2010). Referring to the positive results, leadership has the capability to show support and assurance in relation to the attempt of the members. It also prevents the team from time wastage regarding the pre determined recommendations. Leadership may have the capability of providing the underlying theory and the historical background regarding a decision. It also examines and understands the direct issues of the team and the reasons for raising such kind of issues. Considering the negative results, in some situations leadership may restrain the creativity and the discussions of members of an organization by dominating with the ideas by neglecting the other options by the members. Similarly, leadership may obstruct the team from possessing the credit and the possession of the success. 5.3 Recommendations within the context of MMCH Referring to the context of MMCH, recommendations can be presented for smooth operation of the firm in the health care service. Depending on the issues which have occurred regarding the crew members the one of the recommendation is to the number of the staff members by recruiting new members. Considering the budget which is currently allocated for MMCH it should be increased up to adequate level. Depending on that budget, the management can decide whether the new staff members to be recruited at contract basis or permanent basis or outsource basis. The improvement of the intra and inter personnel communication between the staff members can be considered as another critical suggestion. Because, its clear that issues were occurred due to the lack of communication skills and technological skills. To achieve that improved skills, training programs can be arranged and the modern technology can be in cooperated with those programs. The whole team should be focussed on treating their customers with a service achiving high quality of statdards. For that, the self evaluation programs can be conducted continulously. Separate sipervising panel can be selected and appointed among the hospital management to go through the feed back and the complains from the public. Unnoticed visits can be arranged with in the premises to make sure that the workers are stick to that quality standards. 5.4 Conclusion MMCH is a business which is mainly focused on the health of their customers. Since, focusing the health the customers should be treated with a high quality service with a high efficiency. PESTEL analysis, concepts of human resource management and also the out sourcing of the staff members may trigger the situational change. Considering the business as a transformational process, following the studies of Kotler may lead the transformational process to become a well organized one. Similarly, Lewins model of organizational change may lead to the generation of successful model in relation to the transformational process. Finally, the purposed suggestions for the survival in the business environment should be accompanied by the effective leadership strategies supported by the hospital staff as a team.