LDR 615 Change Initiative Creating Vision Assignment

March 8, 2022
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LDR 615 Change Initiative Creating Vision Assignment

LDR 615 Change Initiative Creating Vision Assignment

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Forces Driving Organizational Change

External forces include change triggers outside the organization and mainly beyond the organization’s control. Such forces include economic and political forces, new laws and policies, and competitive pressures (Suri & Yadav, 2020). Social forces are also external and include changing social trends compelling health care organizations to respond appropriately. For instance, the COVID-19 pandemic has increased the proportion of depressed people from 1 in 10 to 4 in 10 adults in the United States (Panchal et al., 2021). Such social changes force health care organizations to make plans for the increasing number of patients and develop strategies for addressing their needs satisfactorily. Internal forces include structural changes, shifts in workplace dynamics, and reorganization, among other factors made up and shaped by specific rules. Mostly, internal forces seek to improve health care outcomes. Suitable examples include demographic and technological forces.

Regarding the origin of the internal and external driving forces, it is right to deduce that changes are inevitable in an evolving world. As time evolves, systems and processes need replacement to enhance efficiency. The changing social and political environment also requires similar changes to adapt to situations effectively. For instance, policies governing paper-based medical records cannot be used for electronic records. The privacy risk is high when using electronic records, and different control measures are required. Also, technology facilitates more efficient care and has become indispensable in today’s health care. Given this, the forces are natural and inevitable in every human sector, and the health care industry will be affected significantly.

Independently or jointly, internal and external forces affect the organization’s viability considerably. Firstly, they affect how care is offered and the resources that the organization requires to achieve its goals. A suitable illustration of this connection is technological forces. Technology has become a critical driver of safe, accessible, and quality health care needed for patient-provider communication, detailed patient analysis, and patient monitoring in remote areas (Mitchell & Kan, 2019). Its increased use makes the organization make the necessary adjustments in different departments to accommodate technology-related changes appropriately. Failure to respond affects the quality of care adversely. Overall, the forces compel the organization to be dynamic and highly responsive to change. They also make it to adopt cultures that support change provided that it improves health outcomes and aligns with its mission.

Demographic Forces and Specific Issues

Each day, diverse patients visit health care organizations seeking medical help for different diseases. Health outcomes depend on the type of care they receive, which further depends on the patient-provider relationship and the competence level of health care professionals. The diverse nature of patient demographics obligates health care organizations to be equally diverse in terms of gender, cultures, ages, and experience. As an internal driving force, the need for a diverse health care team forces health care organizations to be highly inclusive.

On issues that the need for a diverse workforce will potentially create, there is a high possibility of changed workplace relationships, policies, and cultures. For instance, an inclusive workplace will compel health care providers to work in teams. Such teams are the basis of holistic and culturally competent care (Nair & Adetayo, 2019). The other possible outcome is new human resource policies to guide acquiring and developing human capital. Besides skills, the human resource department must focus on inclusivity and diversity during recruitment. More programs for promoting inclusivity and diversity in the organization will be required too.

LDR 615 Change Initiative Creating Vision Assignment

In a written paper of 1,250-1,500 words concerning LDR 615 Change Initiative Creating Vision Assignment, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:

Describe your organization, include the organization’s mission, and identify the various stakeholders.

Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.

Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.

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Propose the steps needed for your organization or department to respond to this driving force.

Predict how employees at various levels in the organization will respond to your proposed change initiative.

Develop a vision for change. Describe how this vision correlates with the organization’s mission, and how you will present this vision to internal stakeholders.

Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond. LDR 615 Change Initiative Creating Vision Assignment

Prepare this LDR 615 Change Initiative Creating Vision Assignment assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This LDR 615 Change Initiative Creating Vision Assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance.

The Association for Talent Development (N.D) defines organizational development (OD) as an effort focused on making an organization’s abilities better by aligning strategy, structure, people, metrics, and managerial processes. OD is science backed and utilizes psychology, culture, innovation, social science, education, human resource management, change management, organizational behavior, and research analysis (What Is Organizational Development?,n.d.)

. In contemporary organizations OD helps solve problems, increases effectiveness, and improves performance (What Is Organizational Development?,n.d.)

.

OD helps organizations implement change by preparing the company to better respond and adapt to industry changes and technological advances (Sutherland, 2019)

. The company can benefit from OD through continuous improvement, increased communication, employee development, product and service improvement, and increased profit (Sutherland, 2019)

. An example of organizational development at the hospital I work at was a patient mobility safety program. This program was developed to reduce employee injuries and increase patient safety. The organization trained key staff members in every department who then trained the remaining staff. New equipment was purchased and new policies implemented. This equipment enabled the staff to move patients in bed, transfer them from bed to bed, transfer them from bed to chair and back, and also move them within the room. Used properly, the equipment would reduce employee injuries and decrease patient falls. The policy change was that if an employee was injured lifting more than 35 pounds and not utilizing the equipment the company was not liable to pay for the medical care related to the injury. Initially, there was push back from staff members, but now the staff appreciate the equipment. The equipment has made patient mobility easier and safer.

References

 

Sutherland, C. (2019, February 14). 5 key benefits of organizational development. explorance. Retrieved October 9, 2021, from https://explorance.com/blog/5-key-benefits-organizational-development/

 

What is organizational development?(n.d.). Association for talent development. Retrieved October 9, 2021, from https://www.td.org/talent-development-glossary-terms/what-is-organization-development

5 Key Benefits of Organizational Development and How to Achieve Them

A good way to achieve high efficiency and increased productivity is through dedicated organizational development (OD).

explorance.com

What is Organization Development | The 5 Phases of OD Strategies

Organization development (OD) is an effort that focuses on improving an organization’s capability through the alignment of strategy, structure, people, rewards, metrics, and management processes.

www.td.org

Resources

Leading Change Through Vision

Read “Leading Change Through Vision,” by Huyer, from Leadership Excellence Essentials (2014).


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

Read Chapters/Steps 2 and 3 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.


What Everyone Gets Wrong About Change Management

Read “What Everyone Gets Wrong About Change Management,” by Anand & Barsoux, from Harvard Business Review (2017).

… 

Course Code Class Code Assignment Title Total Points
LDR-615 LDR-615-O500 Change Initiative: Creating Vision 200.0

Criteria Percentage Unsatisfactory (0.00%) Less than Satisfactory (74.00%) Satisfactory (79.00%) Good (87.00%) Excellent (100.00%)
Content 70.0%
Presentation of Organization (Mission, Stakeholders, Driving Forces in the Industry or Field, Viability of Organization, etc.) 10.0% No organizational description is presented. An incomplete description of the organization is presented; significant details regarding the mission and stakeholders have been omitted. Evaluation of organizational viability and driving forces is missing or incomplete. A general description of the organization is provided; some details necessary to understanding the mission of the organization, and its stakeholders are missing. Evaluation of organizational viability and driving forces is incomplete or lacks of support. A description of the organization is provided, including most major details necessary to understanding the mission of the organization and its stakeholders. Evaluation of organizational viability and driving forces provides insight into organizational viability, but evaluation lacks sufficient support and some minor details are missing. A description of the organization is provided, including all major details necessary to understanding the mission of the organization and insight into the various organizational stakeholders. Evaluation of organizational viability and driving forces contains strong support and provides clear insight into organizational viability.

Analysis of the Effect of Specific Driving Force on Organization or Department 15.0% Analysis of specific driving force and the effect of this force on the organization or department is not presented. Analysis of specific driving force is presented, but it is incomplete. Specific organizational or departmental issues resulting from the driving force are not discussed. Analysis of specific driving force is presented, but it lacks details and supporting evidence. Specific organizational or departmental issues resulting from the driving force are generally discussed. Analysis of specific driving force is presented, including major details and general supporting evidence. Specific organizational or departmental issues resulting from the driving force are discussed. Analysis of specific driving force is logically presented, including all relevant details and strong supporting evidence. Specific organizational or departmental issues resulting from the driving force are clearly discussed. Analysis provides unique insight into the effects of the driving force on the viability of the organization or department. LDR 615 Change Initiative Creating Vision Assignment

Proposal of Steps for Responding to Change 15.0% No steps are proposed to respond to change. A general recommendation for responding to change is referenced, but it lacks specific steps. No prediction of stakeholder response to change is presented, or prediction is vague and lacks supportive evidence. Some steps are proposed responding to change, but they lack a logical sequence and major detail. A general prediction of stakeholder response to change is presented, but the prediction lacks major detail and evidence to support claims. Steps are proposed for responding to change through logical sequence. A prediction of stakeholder response to change is presented, with general evidence to support claims. Detailed steps are proposed for responding to change through a clear and logical sequence. A well-developed prediction of stakeholder response to change is presented, with with strong evidence to support claims.

Development of Vision for Change 20.0% No vision is presented. A vision is presented, but it lacks rationale. Vision does not correlate with the mission of the organization, or the mission is not stated. Steps for presenting the vision to stakeholders are incomplete or missing. A vision is presented with some supporting rationale. Vision loosely correlates with the mission of the organization. Steps for presenting the vision to stakeholders are generally presented. A vision is presented with rationale. Vision correlates with the mission of the organization. Steps for presenting the vison to stakeholders are presented. Overall, vision contains elements conducive to supporting a change initiative. A detailed vision is presented with strong supporting rationale. Vision correlates directly with the mission of the organization. Detailed steps for presenting the vision to all internal stakeholders are presented. Presentation of vision facilitates stakeholder involvement. Overall, vision is strongly conducive to supporting a change initiative.

Evaluation of Stakeholder Response and Considerations to Change and Vision 10.0% No stakeholder evaluation is presented. A partial stakeholder evaluation of response to change is presented, but it is incomplete. A stakeholder evaluation of response to change is generally presented. Stakeholder considerations to change and proposed vison are generally discussed; no clear plan for responding to these considerations is proposed. A stakeholder evaluation of response to change is presented. Stakeholder considerations to change and proposed vison are discussed; a general plan for responding to these considerations is proposed. A detailed evaluation of stakeholder response to change is presented. Stakeholder considerations to change and proposed vison are clearly identified and discussed in detail; a clear and well-supported plan for responding to these considerations is proposed.

Organization and Effectiveness 20.0%
Thesis Development and Purpose 7.0% Paper lacks any discernible overall purpose or organizing claim. Thesis is insufficiently developed or vague. Purpose is not clear. Thesis is apparent and appropriate to purpose. Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose. Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.

Argument Logic and Construction 8.0% Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources. Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility. Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis. Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative. Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.

Mechanics of Writing (includes spelling, punctuation, 5.0% Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used. Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied. Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. Writer is clearly in command of standard, written, academic English.

Format 10.0%
Paper Format (use of appropriate style for the major and assignment) 5.0% Template is not used appropriately or documentation format is rarely followed correctly. Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent. Appropriate template is used. Formatting is correct, although some minor errors may be present. Appropriate template is fully used. There are virtually no errors in formatting style. All format elements are correct.

Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style 5.0% Sources are not documented. Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. Sources are documented, as appropriate to assignment and style, and format is mostly correct. Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.

TOPIC 2 DQ 1

Why is vision essential to facilitating successful change in an organization? What is the correlation between a leader’s role/vision and a successful change initiative? Describe a vision that you have seen/heard/read/viewed that you felt inspired successful change. How did this vision influence people’s behavior and attitudes toward a major change initiative?

Interesting post Crystal! The vision of an organization is critical in the outcome of success for change. According to HHHE (n.d.) vision reflects where the organization is desired to go, and leaders help guide and shape the culture of the organization. I agree having a vision does help prepare for the future of the organization along with helping the leadership team promote and demonstrate the vision within their team members.  Communication is essential within the organization to promote a successful change. It is essential for leaders and team members to be able to communicate effectively to have personal and organizational growth within the organization (CFI, n.d.).  With leadership teams that demonstrate and promote the organizations vision, helps with positive moral by promoting recruitment of new team members and keeping current team members with a decreased turn-over rate.

I found it interesting how your organization changed their process from new hires through their vision. My organization has had a similar change in their process of new hires to help promote the vision of delivering healthcare as it ought to be (Maple Grove Hospital, n.d.). We have incorporated all new hires to attend a customer services training along with all new leadership team members such as educators, managers, etc. to precept/shadow with a nurse on the nursing floor for a couple shifts to see what all goes on during their shift and to help relate through each other’s experiences. I would agree the first time I had the new educator precepting/shadowing me on the unit it felt strange; however, at the end of the shift I realized how neat the experience had been and the aspects we were both able to take away from the experience. I have found through this new process it has helped for team members to get to know each other along with understanding each other’s roles while building a positive rapport and team-based approach to patient care in the healthcare setting. This new process has also allowed the leadership team to help make changes and improvements that have been needed on the nursing unit through their observations from being present on the unit. Being able to build trust throughout the healthcare team is a huge aspect of delivering positive healthcare as it ought to be! Interesting to see similar approaches in different organizations in the healthcare industry!

References

Corporate Finance Institute (CFI). (n.d.). Communication. https://corporatefinanceinstitute.com/resources/careers/soft-skills/communication/

Head, Hear and Hands Engagement (HHHE). (n.d.). The importance of organizational vision, mission, values, and competencies. http://www.headhearthandsengagement.com/the-importance-of-organizational-vision–mission–values-and-competencies.html#:~:text=The%20first%20element%20in%20the%20V-M-V-C%20model%20is,comes%20from%20the%20Feeding%20America%20vision%E2%80%94%E2%80%9CA%20hunger-free%20America.%E2%80%9D

Maple Grove Hospital. (n.d.). Philosophy & culture. www.northmemoral.com

Re: Topic 2 DQ 1

Vision is essential to any successful organizational change because it gives purpose to the actions that need to take place. A shared vision helps unite and motivate all people within an organization towards a common goal (Haque et al., 2020). Without a vision companies lack direction and alignment. Visions are something that needs to be flexible and change as the company and industry changes. The correct vision statement for a company helps propel future projects and larger scale changes.

Visions are not just for leaders but all employees within a company. A leader is responsible for bringing the company’s vision to life. Leaders help employees understand what the vision means and how their role is a part of the larger plan. True visionaries are those who lead with transformational leadership. Some qualities of this leadership style include stimulation of innovation, motivating confidence, coaching, transparency and self-awareness (Murari & Mukherjee, 2021). Through this leadership style and strong visions, leaders have the ability to make lasting changes in their organizations. By guiding and facilitating our people we develop trust that leads to more sustainable change (Haque et al., 2020).

A vision I recently saw that was successful was within my own company. One of the clinical directors wanted to change our virtual interview program to be more interactive with our clients (hospitals and medical offices). This director wanted more collaboration with our clients for better and quicker placement of our travel nurses. During her presentation she used images of nurses and patients which tugged at our heart strings because the patient is always the bottom line for the medical field. For our clients she included pictures of integration between our two companies. It truly came across as a partnership. Her pilot has so far been successful through the use of Microsoft Teams and Excel. We have been able to create channels for each of our clients who were involved in the pilot. I have not yet been involved in this new change with my clients, but it has been very inspirational. The clients have been incredibly happy with their amount of involvement and contributions, making them feel like true partners. I think this was so successful because we really sold our clients on a collaborative relationship and that’s exactly what we were able to d

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