In the case of Medicaid NYC the organization understands the urgency as well as

In the case of medicaid nyc the organization

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In the case of Medicaid NYC, the organization understands the urgency, as well as, the need to change its operations for better results. The Corporation saw the need for the transformation because of the decline in the profits, as well as, the several challenges it was experiencing. Therefore, in such a case, a sense of urgency was critical. Typically, the governor of Medicaid offices realized the need to alter the structure of the organization and thus decides to inform the concerned parties by conveying the sense of urgency for the change to them. Establishing the guiding coalition is the second step of Kotter’s model. In the case of Medicaid, the organization is already aware of the urgency or need of the change as established by the governor. The leader propagating the change clearly understands the needed transformation to reform the organization and thus should form the group that will spearhead the process. Besides, the management must select the key personnel who will assist in the success of the plan and delegate duties based on the competencies of each staff or department. The third step according to Kotter encompasses formulating and communication change to the remaining members of the organization. Buller (2013) asserted that creating a transformation of vision will enable the management to direct and give workforce a clear understanding of the change and the processes involved. In the case of Medicaid NYC, the
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KOTTER’S MODEL AND MEDICAID 4 organization should communicate the change to every member of the organization to solve possible resistance to change. Another step entails empowering broad-based action, which refers to a process or technique that enables the stakeholders to identify and eliminate potential barriers to allow actions for the transformational change in the organization (( Isett et al., 2013),. Because Medicaid NYC had the vision of providing quality services and raising the number of clients served enabled the organization to exert much effort towards the change. Empowering other members to take part in the vision is the fifth step according to Kotter. Principally, encouraging the involvement of other members in the plan of the organization to eliminate the obstacles that might emanate in the process of implementation. This step according to Buller (2013) enables the organization to change the structures and systems that negatively affect the performance of the organization. Generating short-lived wins is another step that determines the success of the modification. Principally, providing a change of Medicaid a short- lived victory will foster more people to be engaged in the process. The seventh step according to Kotter encompasses establishing the change. Reports indicate that several change projects do not succeed because of initial declaration of the victory (Spencer, & Winn, 2005). However, the reality is that actual change runs deep. Quick achievements are only the start of the real things that should be done to attain long-term change.
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  • Winter '16
  • Professor Obura Oluoch
  • Kotter, Medicaid NYC

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