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Critiquing a Change Effort Assignment

Critiquing a Change Effort Assignment Critiquing a Change Effort AssignmentTo prepare:Review Chapters 7 and 8 in the course text. Focus on the strategies for planning and implementing change in an organization, as well as the roles of nurses, managers, and other health care professionals throughout this process.Reflect on a specific change that has recently occurred in your organization or one in which you have worked previously. What was the catalyst or purpose of the change?How did the change affect your job and responsibilities?Consider the results of the change and whether or not the intended outcomes have been achieved.Was the change managed skillfully? Why or why not? How might the process have been improved?Post a summary of a specific change within an organization and describe the impact of this change on your role and responsibilities. Explain the rationale for the change, and whether or not the intended outcomes have been met. Assess the management of the change, and propose suggestions for how the process could have been improved.Critiquing a Change Effort AssignmentORDER A PLAGIARISM-FREE PAPER HEREPlease references should be within the last five years, all in text citation should have page or paragraph number. please there should be and introduction and summary. Thank You Organizational Change StrategyOrganizational change in a healthcare organization requires its initiators to have clearly outlined strategies that will guide its planning and implementation.This is because, over time, it has been established that some change efforts succeed while some fail. Various problems are encountered while attempting to implement a change effort such as loss of morale, exceeding due time, and requiring a lot of managerial time. Therefore, to successfully implement change in an organization, I have outlined different reasons why change is resisted, how to choose an appropriate strategy, and various approaches to use in implementing a change effort in an organization based on the experience I got while working at a clinic where a servant leadership concept was implemented.Critiquing a Change Effort AssignmentDiagnosing ResistanceGenerally, people get emotional confusion whenever they contemplate change because whether it appears rational or positive, it will always bring uncertainty or some loss. This will always make employees resist any attempts directed at causing organizational change(Aguirre, D., von Post, R., & Alpern, M., 2013). Some workers will resist change because they fear to lose something valuable such as authority over subordinate colleagues as was the case in my organization. Some workers will misunderstand the change and implications it has to their respective jobs. In addition, there are those who resist because they believe that there is no sense in introducing change to the organization. The last group is a category of employees who will resist because they have a very low tolerance for change(Caswell, D., Eskelinen, L., and Olesen, S.P., 2013).Critiquing a Change Effort AssignmentManaging ResistanceThere are numerous ways that managers can use to positively inspire certain individuals as well as groups to embrace change during transformation. In my clinic, resistance was overcome through education of the staff and communicationabout benefits of the change such as improved patients care and improvement of engagement by fellow nurse who were spearheading the campaign for introduction of servant leadership(Modern Servant Leader., 2015), (Harter, J., Schmidt, F., Killham, E., & Agrawal, S., 2013). Resistance can be suppressed successfully also by allowing involvement and participation of all employees in the initiative, while the main focus is on those resisting. A supportive approach by managers through the provision of training in fresh skills, listening and allowing time off to employees if need be after this challenging period of change.Critiquing a Change Effort AssignmentIncentives, as well as coercion, have been used alternately to deal with resistance to change in organizations. For example in my former clinic, the management offered the union a wage increment and expected workers to embrace introduction of the servant leadership concept. The management also pledged to raise pension benefits for those individuals who would opt to take early retirement. Alternatively, the managers at the clinic applied considerable force to employees whom incentives could not persuade them to embrace change. This entailed issuing threats such as firing, transfer notices and denying those who resisted change promotion while some were actually fired. Although workers donot like the use of force to bring change, where speed is required, the use of force is inevitable.Critiquing a Change Effort AssignmentSelecting a strategyChange can either be a slow one or a fast one depending on a number of reasons. Slow changes will always be characterized by having an unclear initial plan, the involvement of many individuals as well as having its focus on minimizing resistance. Fast changes involve a clear plan, few lead individuals and is anchored on the need to overcome resistance. Factors such as the size and type of anticipated resistance, the authority the initiator wields in relation to resisters and the risks faced by the survival and performance of the organization if the prevailing situation remains unchanged influence the manager’s choice of whether to use a slow or fast strategy.Critiquing a Change Effort AssignmentIn conclusion, individual skills are important when applying this analysis. However, the choice of strategies supersedes any kind of interpersonal skills(Sharma, 2015). And in an ever-changing healthcare world, the costs of poor planning and implementation choices will turn out to be increasingly severe.  ReferencesAguirre, D., von Post, R., & Alpern, M. (2013). Culture’s role in enabling organizational change. Booz & Company.Caswell, D., Eskelinen, L., and Olesen, S.P. (2013). ‘Identity work and client resistance underneath of canopy of active employment policy.’. Qualitative Social Work,, 517-534.Harter, J., Schmidt, F., Killham, E., & Agrawal, S. (2013). Q12@meta-analysis: The relationship between engagement at work and organizational outcomes. Retrieved from Servant Leader. (2015). Retrieved from Servant Leadership Companies: http:// www., M. ( 2015). Organizational Change: Nature, Processes and Types. Critiquing a Change Effort AssignmentReadingsMarquis, B. L., & Huston, C. J. (2015).Leadership roles and management functions in nursing: Theory and application(8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.Review Chapter 7, Strategic and Operational PlanningChapter 8, Planned ChangeThis chapter explores methods for facilitating change and the theoretical underpinnings of implementing effective changeMcAlearney, A., Terris, D., Hardacre, J., Spurgeon, P. Brown, C., Baumgart, A., Nystrm, M. (2014). Organizational coherence in health care organizations: Conceptual guidance to facilitate quality improvement and organizational change.Quality Management in Health Care, 23(4), 254-267 doi: 10.1097/QMH.0b013e31828bc37dAn international group of investigators explored the issues of organizational culture and Quality Improvement (QI) in different health care contexts and settings. The aim of the research was to examine if a core set of organizational cultural attributes are associated with successful QI systems.Mitchell, G. (2013)Critiquing a Change Effort Assignment. Selecting the best theory to implement planned change.Nursing Management – UK,20(1), 32-37. doi: 10.7748/nm2013. Planned change in nursing practice is necessary for a wide range of reasons, but it can be challenging to implement. Understanding and using a change theory framework can help managers or other change agents to increase the likelihood of success. This article considers three change theories and discusses how one in particular can be used in practice.Shirey, M. R. (2013). Lewin’s Theory of Planned Change as a strategic resource.The Journal of Nursing Administration,43(2), 69-72. doi:10.1097/NNA.0b013e31827f20a9Abstract: This department [manuscript] highlightschangemanagement strategies that may be successful in strategically planning and executingorganizationalchangeinitiatives. With the goal of presenting practical approaches helpful to nurse leaders advancingorganizationalchange, content includes evidence-based projects, tools, and resources that mobilize and sustainorganizationalchangeinitiatives. In this article, the author explores the use of the Lewin’sTheoryof PlannedChangeas a strategic resource to mobilize the people side ofchange. An overview of thetheoryis provided along with a discussion of its strengths, limitations, and targeted application.Critiquing a Change Effort AssignmentMediaLaureate Education, Inc. (Executive Producer). (2012g).Organizational dynamics: Planned change and project planning.Baltimore, MD: Author.Note:The approximate length of this media piece is 9 minutes.In this weeks media presentation, experts discuss how todays health care organizations can capitalize on the strengths of nurse leaders to plan for and navigate change effectively.Optional ResourcesMarquis, B. L., & Huston, C. J. (2015).Leadership roles and management functions in nursing: Theory and application(8th ed.). Philadelphia: Lippincott, Williams & Wilkins.Chapter 9, Time Management”Batras, D., Duff, C., & Smith, B. J. (2014). Organizational change theory: implications for health promotion practice.Health Promotion International,Retrieved from MEDLINE with Full Text, EBSCOhostThis article reviews select organizational change models to identify the most pertinent insights for health promotion practitioners.Critiquing a Change Effort Assignment

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