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Navigating Organizational Change
Health care managers play a pivotal role in facilitating organizational change. To support the organization’s viability—and be successful as a manager—it is critical to assess and respond effectively to the call for change. Yet, “even when managers intellectually understand the need for changes in the way they operate, they sometimes are emotionally unable to make the transition.” (Kotter & Schlesinger, 2008, p. 134)
For this Assignment, consider the following questions:

1. Why is change sometimes slow or difficult to enact in health care organizations?

2. What aspects of the industry affect this?

3. In what ways can organizational change be challenging for individuals? Why?

What skills or dispositions are important to cultivate in the face of such prevalent change? Are these the same for people at all levels of an organization, or are there additional needs for managers?

What experiences have you had with organizational change in the past? How would you evaluate yourself with regard to your ability to navigate change? What challenges have you encountered? Under what circumstances, if any, has change seemed easier?

What insights about yourself can you surmise from the information presented in this week’s Learning Resources? For instance, what is your approach to innovation? What steps do you currently take to deal with “the anxiety of learning?”

Forhis Assignment, write a 1-2 -page paper that synthesizes your analysis, including the following:

Skills or dispositions needed for navigating organizational change

A self-evaluation of your approach to organizational change, based on previousexperiences and insights related to information presented

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| | THE TESTS OF A LEADER BEST OF HBR 1995 Editor’s Note: Guiding change may be the ultimate test of a leader – no business survives over the long term if it can’t reinvent itself. But, human nature being what it is, fundamental change is often resisted mightily by the people it most affects: those in the trenches of the business. Thus, leading change is both absolutely essential and incredibly dif?cult. Perhaps nobody understands the anatomy of organizational change better than retired Harvard Business School professor John P. Kotter. This article, originally published in the spring of 1995, previewed Kotter’s 1996 book Leading Change. It outlines eight critical success factors – from establishing a sense of extraordinary urgency, to creating short-term wins, to changing the culture (“the way we do things around here”). It will feel familiar when you read it, in part because Kotter’s vocabulary has entered the lexicon and in part because it contains the kind of home truths that we recognize, immediately, as if we’d always known them. A decade later, his work on leading change remains de?nitive. Leading Change Why Transformation Efforts Fail Leaders who successfully transform businesses do eight things right (and they do them in the right order). by John P. Kotter VER THE PAST DECADE, I have watched more than 100 companies try to remake themselves into signi?cantly better competitors. They have included large organiza- O tions (Ford) and small ones (Landmark Communications), companies based in the United States (General Motors) and else- where (British Airways), corporations that were on their knees (Eastern Airlines), and companies that were earning good money (Bristol-Myers Squibb). These efforts have gone under many ban- ners: total quality management, reengineering, rightsizing, re- structuring, cultural change, and turnaround. But, in almost every case, the basic goal has been the same: to make fundamen- tal changes in how business is conducted in…

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