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HLTH 415 IP UNIT 3 - MICHELLE DEWALT.docx - ACCESS THROUGH...

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ACCESS THROUGH MANAGERIAL PLANNING1ACCESS THROUGH MANAGERIAL PLANNINGAND EXECUTIONMICHELLE DEWALTAUIHLTH 415UNIT 3
ACCESS THROUGH MANAGERIAL PLANNING2AbstractChange is an unavoidable occurrence. Organizational and industry transformation are requiredfor companies and professions to remain relevant and serve the external environmentsuccessfully. The health sector is no different when it comes to change, with one exception: thepace and volume of change in the health industry have been classified as "white water change,"that is, changes that occur quickly and in large quantities. Since the passage of the SocialSecurity Amendments (Titles 18 and 19), which established Medicare and Medicaid in the mid-1960s, the health business has undergone significant transformations and continues to develop atan alarming rate.Leadership at numerous levels of the industry and within the company iscrucial for companies to successfully manage change while continuously improving healthoutcomes in the communities they serve. Leaders must improve their efficiency, effectiveness,and efficacy in leading others and managing resources. To move health companies to higher andgreater levels of value, today's health leader's competencies must be consistently developed,enhanced, and mastered.
ACCESS THROUGH MANAGERIAL PLANNING3Access Through Managerial Planning and Execution1.What are Kotter's eight steps for transforming an organization in dynamic situations?STEP 1: Instill a feeling of urgency - To begin the transformation process, an Agent ofChange must create a sense of urgency about why change is needed in the first place.Step2. Build a guiding coalition - Only the right leaders can effect change. To achievechange, one must create a group with authority. A coalition should have the rightcomposition, a high level of trust, and a clear common aim.STEP 3: Create a random vision - In this stage, the Guiding Coalition must identify howthe future will differ from the past. This plan must consider the organization's currentreality while also setting stretch goals that are extremely ambitious.STEP 4: Share the vision to gain buy-in - At this step, the Guiding Coalition must ensurethat as many members as possible understand and agree of the vision. This may beincredibly difficult to do in large, hierarchical corporations. Reform efforts are stymiedby a lack of communication and consistency produced by soloed fiefdoms.STEP 5: Encourage broad-based action - After the vision has been developed andcommunicated, the company must remove as many impediments as possible to allow itsemployees to do their best work.STEP 6: Create short-term victories - This level is predicated on achieving and exhibitingsuccess as soon as possible. In every long-term reform effort, short-term benefits arecritical.

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Term
Fall
Professor
Haynes
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