Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability LDR 615

March 8, 2022
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Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability LDR 615

Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability LDR 615

You will utilize your change model for this assignment. Review the feedback submitted by your instructor on your previous change model assignment. Make any changes or modifications necessary for the submission of this assignment.

Evaluate the performance of your organization or department. Identify an area that would significantly benefit from initiating a change. Write a

Benchmark – Change Initiative Implementation, Evaluation, and Sustainability LDR 615

Benchmark – Change Initiative Implementation, Evaluation, and Sustainability LDR 615

paper (1,500-1,750 words) in which you describe the particular area you propose to address through a change initiative. Include the following for your company:

  1. Discuss the issues in this area and the current outcomes as a result of the issues.
  2. Describe the external and/or internal driving forces, contributing issues, and the people affected.

Driving Forces

            The driving forces for nurse turnover entails multifactorial factors in the form of economic, social and political aspects. The medical-surgical unit at UMTB suffers from factors such as absence of support from the nurse leadership. Organizational variables such as the lack of leadership play significant roles in the presence of nurse turnover (Scruth, Garcia, & Buchner, 2018). The nurse leadership at the medical-surgical unit of UMTB lacks the requisite skills to motivate the nurses hence their high turnover rates. Moreover, the high nurse-to-patient ratio results increased workload for the nurses. The overworking of nurses through strategies such as forced overtime makes them susceptible to burnout, which exacerbates the turnover rate issue. Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability LDR 615

The limited growth opportunities at the unit also leads to nurses quitting in pursuit of places where they abound for them. External factors such as the local labor economy does not favor the hospital hence the high rates of turnover. Moreover, State of Texas does not have a law guiding on the number of nurses per patients, which makes hospitals try to save money by keeping the ratio high (Cimiotti et al., 2019). Also, the presence of high competition from other healthcare players has accelerated the rate at which UMTB medical-surgical unit loses nurses. An analysis of the healthcare environment reveals that the competitors perhaps have better policies and offer more incentives, which attracts the medical-surgical nurses from UMTB.

The presence of a high turnover rate will have a direct impact of the remaining nurses and the patients. The remaining nurses have to work twofold and sometimes threefold due to understaffing. These nurses also have to persevere with forced overtime, which leads to other issues such as burnout (Scruth, Garcia, & Buchner, 2018). On the other hand, the patients suffer since the quality of services offered have reduced. The impact of nurse turnover on quality parameters has in turn negatively affected patient satisfaction with the services offered at the medical-surgical unit at UMTB.

Stakeholder Evaluation

            The proposed change for the issue of nurse turnover entails a multifactorial approach including inculcating the organizational culture during hiring, providing effective communication of organizational goals during the same period, and offering opportunities for growth through courses that improve competence. The nurse managers will take a frontline approach in the change initiative. During this period, nurse managers will need to change their approach in terms of communicating the unit’s goals, objectives and culture to the new nurses to make them feel part of the team (Hughes, 2017). Moreover, the new nurses at the facility will greatly benefit from the change initiative since they will find a new culture of doing things at the facility, which will persuade them to stay longer. The veteran nurses will also benefit from the change initiative since their workload will reduce and the facility will give them increased opportunity to grow at the facility.

  1. Evaluate the stakeholders involved and discuss how they will be affected by your change initiative.
  2. Clarify your role and responsibility as a change leader. Discuss the leadership theory (or theories) you will use to guide the change process.
  3. Discuss the change agents you need to recruit in order to successfully implement your change. Describe the roles of these change agents.

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  1. Utilize your change model to develop strategies: (a) Explain the relevance of this model to your organization; and (b) Present the strategic aspects using your model. Be sure to clearly define the purpose of each aspect, the people involved, and the actions that need to be taken.
  2. Identify, or predict, the potential barriers to change. Discuss possible ways to overcome these obstacles, including methods for dealing with emerging or unforeseen circumstances that could impede implementation.
  3. Describe the evaluation methods you will use to determine the level of success of your change initiative. Discuss what metrics or measureable determinates you will use.
  4. Propose strategies to anchor change or support continuous change.
  5. Establish how your change plan supports the organizational mission/goal, genuinely addresses stakeholder concerns, and will serve as an equitable contribution for the community or society overall.

Plan Do Stablise Repeat: How to Lead Change Successfully

Read “Plan Do Stablise Repeat: How to Lead Change Successfully,” by Andre, from Management Services (2013).


Managing Change Through Employee Empowerment

Read “Managing Change Through Employee Empowerment,” by Rothermel and LaMarsh, from Global Business and Organizational Excell

… 


Transformational Leadership, Relationship Quality, and Employee Performance During Continuous Incremental Organizational Change

Read “Transformational Leadership, Relationship Quality, and Employee Performance During Continuous Incremental Organizational Change

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The Heart of Change: Real-Life Stories of How People Change Their Organizations

Read Chapter/Step 8 and the Conclusion in The Heart of Change: Real-Life Stories of How People Change Their Organizations

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Complex Adaptive Systems and Improvisation Theory: Toward Framing a Model to Enable Continuous Change

Read “Complex Adaptive Systems and Improvisation Theory: Toward Framing a Model to Enable Continuous Change,” by Ford, from J

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A Proposed Model for Evaluating the Sustainability of Continuous Change Programmes

Read “A Proposed Model for Evaluating the Sustainability of Continuous Change Programmes,” by Brännmark and Benn, from J

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