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Transformation in an organization is perceived as the process whereby organizations change their structures, operations, strategies, culture and technology that tend to affect change within the organization (Pasmore et al, 2010). Organizational change tends to occur in a continuous manner or in distinct periods of time. Today’s business environment entail that companies should undergo change constantly for the purpose of remaining competitive and improve the levels of service satisfaction to customers (Demers, 2007). In most instances, companies consider changing their systems because of the change that they face. The step of taking change tends to be vital but there also arises driving forces and restraining forces of change which will be discussed in this paper based on VLF change development case study.
To begin with will be identification of driving forces to change. It is evident from the case study that after surgery a patient was to be taken to the recovery room and nurses began reviewing the patient. Hence, this meant that a lot of paper work was to be done during these instances. Thus, inefficiency in procedures developed extra work and delays which negatively affected the surgeons schedules (Serlenno & Brock, 2008). Maria a nurse in the firm exclaims that sometimes the necessary supplies were not provided because the instruments were incomplete. Hence, this acts a key driver showing the need of change in the manner the organization keeps its records and procedures.
It is explained that VLF health professions who dealt with a patient made notes on the procedures performed. Hence, the notes were dictated by the attending physician into a recording machine and then transcribed by the secretary. Such a procedure had several implications on quality and availability of information (Campbell, 2014). Since, doctors aren’t known for their legible handwriting, secretaries can make errors or documents may be lost or filed wrongly. At times, it may be hard for patients to remember the actual comments of the physician. Hence, due to the development of these risks of losing data, errors and forgetting previous comments, it tends to act as a driving force why there is need of change in VLF health centre.
Though, VLF faces challenges that act as driving force to the need of change. There are also other restraining forces that tend to affect change in VLF. To begin with, we observe that VLF has implemented new systems in their healthcare delivery process. Hence, this meant that doctors have to fill out patient records over electronic systems so as to lower levels of error. Thus, this created an extra work and extra skill by the physicians to fill out the records. Therefore, this comes out to be a challenge because it was difficult for doctors with no extra computing skills as they had to undergo training to be able to use the systems (Demers, 2007). Hence, this acted as a restraining factor the implementation of change.
Another challenge that emerged though it was solved as change went on was on the issue of integration of the system such that it wasn’t about ethical medical records but there was to be an administrative procedure that provides a unified picture. For all these to happen getting the correct team for governance was a challenge that was later to be addressed. Hence, this shows in change there is the driving and restraining forces that tend to affect the process, as they should be effectively monitored.
Pasmore, W. A., Woodman, R. W., & Shani, A. B. (2010). Research in organizational change and development. Volume 18 Volume 18. Bingley, UK, Emerald. https://jab.sagepub.com/content/early/2016/04/18/0021886316641509
Salerno, A., & Brock, L. (2008). The change cycle: how people can survive and thrive in organizational change. San Francisco, Berrett-Koehler Publishers. https://www.bkconnection.com/static/The_Change_Cycle_EXCERPT.pdf
Campbell, H. (2014). Managing organizational change. https://books.google.co.ke/books?id=ssz1CAAAQBAJ&pg=PA196&lpg=PA196&dq=Campbell,+H.+(2014).+Managing+organizational+change&source=bl&ots=iC_96zAIdU&sig=yzF-NqqSxDmLAzTvq90DQpB3eLk&hl=en&sa=X&redir_esc=y#v=onepage&q=Campbell%2C%20H.%20(2014).%20Managing%20organizational%20change&f=false
Demers, C. (2007). Organizational change theories: a synthesis. Los Angeles, CA, SAGE Publications. https://books.google.co.ke/books?id=b1aZomTELuwC&pg=PA79&lpg=PA79&dq=Demers,+C.+(2007).+Organizational+change+theories:+a+synthesis.+Los+Angeles,+CA,+SAGE+Publications.&source=bl&ots=Pyl3_S5C_1&sig=Dv6-GpNzinmtacpbbWbw-olmImc&hl=en&sa=X&redir_esc=y#v=onepage&q=Demers%2C%20C.%20(2007).%20Organizational%20change%20theories%3A%20a%20synthesis.%20Los%20Angeles%2C%20CA%2C%20SAGE%20Publications.&f=false
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