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HLTH 337 IP UNIT 4 - MICHELLE DEWALT.docx - MANAGERING...

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MANAGERING ORGIZATIONAL CHANGES1MANAGERING ORGIZATIONAL CHANGEMICHELLE DEWALTAUIHLTH 337
MANAGERING ORGIZATIONAL CHANGES2AbstractManagers now bear a significant amount of responsibility for managing organizational change.Managing the change process within public health organizations is critical because managingchange appropriately and systematically is linked to improved organizational performance.Change, on the other hand, is difficult, and the change process presents formidable challenges formanagers. Managers are under increased pressure to respond to environmental influences andprovide necessary leadership to their organizations during the change process. In fact, managingorganizational change has become a critical skill for healthcare executives. This article focuseson the critical issue of organizational change in public health organizations. It establishes aconceptual foundation for understanding organizational change and its relationship to healthcareorganizational performance before delving into the various types and natures of change.
MANAGERING ORGIZATIONAL CHANGES3Focus Field TheoryBusinesses must ensure that they are adaptable enough to change to maintain peakperformance. Businesses that are too rigid to accept change eventually fail and go bankrupt. KurtLewin, a social psychologist from the United States, developed a theory that explainedorganizational change. He argued that organizational change is a balance of and is influenced bytwo forces: one that promotes change (the driving forces) and one that opposes change (therestraining forces) (Lewin's Force Field Model (Change Management), n.d.).According to thetheory, change will only occur in accordance with the stronger of the two forces. Change willoccur if the driving forces are greater than the restraining forces. If the restraining forces aregreater than the driving forces, the change will be resisted and have no effect. When the forcesare in equilibrium, it indicates that no change is required (Lewin's Force Field Model (ChangeManagement), n.d.).Among the forces driving change are the need for higher profits, poorermanagement and inefficiency, customer demand, and competition. People in an organization areprone to resisting change because it is disruptive and stressful. Despite the value of skepticism inimplementing change, resistance limits a company's ability to change and achieve its goals.Poorcommunication, self-interest, a low tolerance for change, and insufficient information are allfactors that influence resistance to change. Managers must ensure that the forces driving changeoutnumber the forces resisting change. They must also ensure that they interact with therestraining forces to minimize them as much as possible, so that the majority - if not all - of thefirm and its resources are open to change.In addition to being positive change agents in thebusiness, healthcare managers must comprehend the firm's internal and external contexts. Withthis information, they can identify the sources of resistance to change.

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Term
Spring
Professor
Lynn Anidi
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