401361 The Mediating Role of Organizational Culture Assignment Sample

Advanced Health Service Management

Contents

Assessment

Introduction.

Why change?.

Change readiness as a success factor

Change Management Strategy and key factors.

Change in the Workplace Culture.

Change in cultural wellbeing and sensitivity.

Change Management Strategy.

Unfreezing.

Changing.

Refreezing.

Stakeholders in study.

Conclusion.

Reference.

Introduction to Advanced Health Service Management

Change in every field of work or service has a crucial role in the dynamic growth, development, and sustenance of the organization or service. It can not be underestimated that change management in any part or whole of the approach comes with challenges and risks, and hence makes it difficult to result in success. Planned change management, though, serves as a process of robust management in the field of work. The planned change management is an iterative, sequential exercise that provides a follow-up or outline about how the change must be applied to drive and extract required outcomes of transformation and hence intended targets and achievements by elimination and removal of resistances in the way of change (Rosenbaum, 2018). 

Overall, the study presented is purposed at identifying the change management in the area of workforce culture, cultural sensitivity, and well-being in the workplace along with its significance and effects at the same.

The study takes into focus the ‘Care Pvt. Ltd.’, say, as a health care organization in Australia that offers a range of health, care, retirement, insurance, and community services in a variety of verticals to aid the wellness and happier life to employees. The ‘Care’ finds certain gaps in its human resource and cultural processes and hence aims for change in the same.

Why Change?

Change is irresistible as it has its presence in the overall practice of the organization including its internal as well as external contexts. Yet, there are certain facets on the basis of which change process can say be to fruitful for the emergence and growth of prospects and beneficial orbits of organizational health. Change in an organization leads to many positive attributes that eventually catalyze the organization in the attainment and retention of a competitive edge in the industry as a leader of innovation, development, and quality (Yeo, 2019).

Change Readiness as A Success Factor

Change in the field of work as a shift from the traditional practices can be responsible for the evolution of discomfort in the sense of organizational practices and frameworks and resistance towards change and step out of the familiarity. However, the essentiality of change has its significance as the rapid advancements in technology and global workforce practices have paced up a new area for change and continuous innovations, which requires the organizations in every field to stabilize itself in the accelerated changing frame of work.

Further, it has been observed and noted that ‘Care Pvt. Ltd.’ lacks the possession of capabilities to adapt to new possibilities of innovations result in the lagging of its position in the market and hence may result in deterioration of the same. Hence, change management becomes an inevitable factor of organizational processes and success.

Change Management Strategy and Key Factors

Change in the Workplace Culture

Managing the change in the overall culture of the workplace or the organization is paramount in the acceleration of organization towards the attainment of goals. The culture of any organization refers to overall contexts of internal and external functionalities, influences, and systems, and henceforth any variation in the organizational management approach in fruitful ways may create a great impression on the wholly changes in the same (Al-Ali, 2017).

To expand, the culture change of ‘Care’ is prominently a dependent factor of behavior and beliefs followed in the workplace. Attributes such as communication, leadership skills, teamwork, relationships, etc. can be stated as the factors of workplace culture in such a way that any change in one or all of such attributes may lead to change in the workplace culture.

Change in Cultural Wellbeing and Sensitivity

Cultural sensitivity and wellbeing in the workplace catalyze the improvement factors of the employees in the line of increased productivity, engagement, and commitment towards the field of work. Change in the cultural sensitivity efficiently may assist the promotion of employee interests and engagement towards the organization (Skogland, 2017).

The organization ‘Care Pvt. Ltd.’ in order to change management, must focus on the strategic improvement in the arena of cultural sensitivity and wellness by the way of providing employees the ease of communication, flexible work activities, soft relationship management tactics, leadership, routine pieces of training and development, and many more factors that derive the engagement, commitment, and satisfaction of employees in the place. 

Change Management Strategy

The organizational change must be formulated strategically to extract innovative and insightful results and progresses out of the same. The ‘Care Pvt. Ltd.’ can be suggested to enact the change by utilization of management tools and models like the PDCA cycle, McKinsey 7S framework, Kurt Lewin change model, etc. (Bismark, 2018).

Utilizing the Kurt Lewin model for change in the ‘Care Pvt. Ltd.’ can prove to be the most suitable and beneficial model for implementing and managing the change in a strategic way. The Kurt Lewin change model propounded a three-stage change viz. unfreezing, changing, and refreezing.

Unfreezing

Unfreezing, the initial stage of the model involves the realization of moving from the existing zone of comfort into a transformed situation towards change. The following strategies at this step can be assessed in order to leverage the process stage.

• Constructing a robust, cross-cultural, and flexible communication among employees and concerning human resources.
• Framing the change and unfreezing plan in a formatted and structured manner for the ease of processing and rectification of mediocre.
• Understand the necessity of change.
• Assessment of risks involved (Iovu, 2018).

Changing

The very next step followed by the stage of unfreezing represents the process of transition of the traditional zone into the desired change (Burnes, 2020). The stage of change must be provided with the following strategies in the flow.

• Strategic communication and flow of information regarding change expected.
• Promotion, motivation, and empowerment of personnel to enhance the change management.
• Motivating the human resource in the workplace to utilize their competencies, skills, knowledge, and insights to a maximum level during change.

Refreezing

The refreezing stage includes the transition from the change process to finally stability along with the acceptance of transformations applied in form of change (Burnes, 2018). The final stage must comply with effective strategies as:

• Develop and promote ways to sustain, maintain, and change in firm practices.
• Developing the training and development methods and periodic sessions for employees to stick and adapt to the changes.
• Critical routine evaluation and monitor the changes introduced.

Stakeholders in The Study

According to Pedrini & Ferri (2019), an individual, group, or entity having its impact on the organization, system, procedures, etc. in any way that encourages the elevation of its success can be termed as stakeholders. 

The bullets depict the major stakeholders in the study of the organization along with the hierarchical system of their stake on the basis of their involvement and influence on the business.

• Board of Directors
• Human resources
• Government
• Customers
• Suppliers

Conclusion on Advanced Health Service Management

Change is a very crucial process in an organization as it accounts for the overall insightful growth of the organization competitively. Hence organizations usually find the change as a need for achievement of competitive edge in the industry by the origination of radical innovations in practice as a result of routine change management. 

Nevertheless, change drive has always arrived with some sort of risks associated with it such as the risk of failure, financial burdens, increased workload, inadequate management, governance risks, etc. Therefore, strategic management of change is very vital for bringing potentialities in the organization in an aligned way and thus improve the overall performance of the firm.

Reference for Advanced Health Service Management

Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change management through leadership: The mediating role of organizational culture. International Journal of Organizational Analysis, 25(4), 723-739. https://doi.org/10.1108/ijoa-01-2017-1117.

Bismark, O., Kofi, O. A., Frank, A., & Eric, H. (2018). Utilizing McKinsey &s model, SWOT analysis, PESTLE, and balance scorecard to foster the efficient implementation of organizational strategy. Evidence from The Community Hospital Group- Ghana Limited. International Journal of Research in Business, Economics, and Management, 2(3), 94-113.

Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32-59. https://doi.org/10.1177/0021886319892685

Iovu, C. (2018). The role and key objectives of the company’s internal audit process. Journal of Accounting, Finance, and Auditing Studies, 4(3), 19-44.

Oojorah, V. A. (2011). Sustaining technology in classrooms under the Sankore project: A case study of a multi-pronged approach. NADEOSA Annual Conference.

Pedrini, M. & Ferri, L. M. (2019). Stakeholder management: A systematic literature review. Corporate Governance: The International Journal of Business in Society, 19(1), 44-59. https://doi.org/10.1108/CG-08-2917-0172.

Rosenbaum, D., More, E., & Steane, P. (2018). Planned organizational change management. Journal of Organizational Change Management, 31(2), 286-303. https://doi.org/10.1108/JOCM-06-2015-0089.

Skogland, M. A. C., & Hansen, G. K. (2017). Change your space, change your culture: Exploring spatial change management strategies. Journal of Corporate Real Estate, 19(2), 95-110. https://doi.org/10.1108/jcre-07-2016-0024.

Yeo, R. K. (2019). From operational excellence to organizational significance: Setting the tempo for change. Strategic HR Review, 18(4), 142-149. https://doi.org/10.1108/SHR-04-2019-0027.

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