In the present business scenario, organizations are operating in intensely competitive state of affairs. In addition, the external environment of their operation is rapidly changing. Thus, it is of the urgent requirement for the organization to initiate effective change management in their internal management to cope up with the change in external environment (Hayes, 2014). Fahad medical city is one of the prominent medical institutions in Saudi Arabia. This essay will discuss about the organizational change being implemented by them with relation to the basic components of change management.
Change management by Fahad medical city
Some of the key components for implementing change management are determination of compellability of the organizational structure for change, communication structure, employee training, manager training, resistance management, collection of stakeholder information, feedback analysis and recognizing the achievement (Cameron & Green, 2015). In the recent years, Fahad medical city had gone through a prominent change. They have implemented cloud based ERP systems in their internal organization. In the initial stage of their operation, they have managed their internal management such as appointment of the doctors, patient service and other employee management facilities.
However, with the change in time, the operation of them gets extended and they have felt the pressure of initiating ERP system in reducing the management cost and time. The implementation of the ERP system helped in reducing the time in service delivery and enhancing the efficiency. However, they have not followed all the components of change management in implementing the organizational change. According to the Lewin’s change management model, they have initiated the first step of unfreezing (Shirey, 2013). In this step, organization should effectively communicate with the employees about the change to be implemented and determining the readiness of the organizational structure. They have done it effectively but missed out in effective management of resistance. The resisting force is very common in implementation of change but they have omitted the resistance management and thus it caused issues in their change management. The next step is the initiation of the change (Shirey, 2013). Fahad medical city had initiated the change effectively, however, the employees are not being trained properly to adhere with the new ERP system (Ji et al., 2012). Thus, though the system was implemented but the effectiveness was below par. In the later stage, employees are being given proper training and the issue was being overcome.
The last step in this model is refreezing (Shirey, 2013). They have initiated this step in order to get back the organizational structure and culture to the previous position. They have effectively collected the data regarding the feedback from the employees and modified accordingly. However, they have omitted the recognition process of success and achievement of the employees in implementing the change management. Thus, they faced the issue of low morale of the employees.
Thus, it can be concluded that, implementation of effective change management requires complying with all the key components of the change management. Fahad medical city had omitted some of the components and faced various issues in their internal management. This report has used the Lewin’s model of change to determine the effectiveness of the change initiated in Fahad medical city.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
Ji, L., Huang, J., Liu, Z., Zhu, H., & Cai, Z. (2012). The effects of employee training on the relationship between environmental attitude and firms' performance in sustainable development. The International Journal of Human Resource Management, 23(14), 2995-3008.
Shirey, M. R. (2013). Lewin’s theory of planned change as a strategic resource. Journal of Nursing Administration, 43(2), 69-72.