Every company faces numerous types of threats that hinder its operations. Even in the most successful institutions, negative incidents can be found. The issue is how well firms take proactive measures to manage internal and external challenges and select for better changes (Baines et al., 2013).
The Nurse Shortage Situation at Amesbury Health Center
The report discusses the nurse shortage situation at Amesbury Health Center, the reasons of the phenomenon, the factors impeding desired change, and the effective change model. The report also offers a remedy to the problem. Lastly, the study makes recommendations for organizational changes to address the demand. The issue at hand that has greatly limited the operation of the hospital is the shortage of nurses. The situation has negatively impacted on the patients and the remaining personnel in several ways. For instance, the minimal number of the medics leads to the delay in service delivery to the clients (Lozano, 2013). Also, the entire staff extends the working hours to meet the high demand of service deliveries from the customers.
Constraints Against the Change
The hospital desires to have a sufficient number of staff members. However, the needed change is affected by various external and internal factors. Internally, the firm is struggling to generate sufficient funds to employ a reasonable number of the medical practitioners. Externally, the hospital faces the challenge of the high demand for the already trained nurses (Lozano, 2013). Given the limited number of the medics, the only institutions that can obtain the right number of the professionals are the ones that can afford to pay relatively high salaries.
Factors Supporting Change
The desired change of getting the sufficient number of nurses receives support from the factors that include the increase in the number of nursing schools by both the government and the private sector. The same will see an increase in the number of such professionals, thus making it possible for the organization to obtain the right number. Moreover, the government is providing financial subsidies to the hospitals that meet particular health provision criteria for the purpose of funding their respective budgets (Tomoaia-Counsel et al., 2013). Therefore, the hospital's ability to pay additional nurses will be enhanced.
Change Theory
The study applies the systems theory of change. The model gives the relationship and the connection between the different parts of the organization. The study calls for the adequate measurement of the aspects of the organization such as the infrastructure, task, technology, and both the human and financial resources. According to Lozano (2013), the systems theory is applicable when there is the objective to provide quality improvement, patient satisfaction, and Medicare management. Therefore, the approach will facilitate the desired change by having the management assess all the system units and adjust them to accommodate the increase in the number of personnel (Thomas & Galla, 2013). Otherwise, it might be not possible to achieve the desired change if the administration fails to ensure that the facility would accommodate the additional professionals regarding the available offices and work equipment among others.
Goals and Objectives of the Proposed Change
The possible factors for the deficit include the remote location of the premise, poor connection with the other medical training institutions, and perhaps, complete remuneration practices. The knowledge of the causal factors gives the capacity to provide the strategic planning for the future mitigation practices. Following the urgency required, the objectives to bring the changes will be: to acquire the personnel with the capacity to fill the gap, to establish the firm link with at least three medical institutions to supplement the labor shortages through outsourcing (Tomoaia-Counsel et al., 2013). The ultimate goal is to have a team of sufficient resident nurses who are well remunerated.
Plans of Action as Described in the Step of Change Model
The step change model of Kotter highlights the various phases of actions of the program necessary to initiate changes. The first stage is developing the urgency. The limited number of nurses is a serious issue. The persistence of the situation would compromise our service delivery and give the loophole to the competitors. Outsourcing and hiring the medical experts would then help us. The second step is the formation of the coalition. The stage requires the collaborative approach among the key stakeholders of the premise (Lozano, 2013). The management team will work in collaboration with the entire workforce in identifying the best institutions to partner with. The team deliberates on the strategies to accomplish the goals.
The third stage involves the creation of the vision for change. The hospital has the vision, 'to maintain the world class standard in the provision of health services while undertaking ethical practices and keeping the integrity of everyone.' The mission statement is to provide mobile and better quality services while maintaining positive interaction with our customers and employees. The fourth stage entails the communication of the mission. The communication and the regular reminders will introduce the culture seeking to push for change. The fifth step involves the development of short-term wins (Lozano, 2013). The objectives indicate the prospects that we will achieve in the short-run. However, there is the need to measure the short-term achievements and determine their desirability as well as employ the right adjustments towards the desired results.
The last phase states the incorporation of the changes in the culture. According to Kotter, organizations would practice the changes in the corporate culture by: giving information on the progress, inculcating the change deals and values while hiring new employees, and recognition of the pioneers for change (Thomas & Galla, 2013). The health facility will adequately recognize the effort of every employee and reward them accordingly, thereby motivating them.
Change Agent and Activities
The change agent in this case is presumably the human resource manager. In businesses, the human resource department handles all labor-related issues. The best activities he would conduct for the success of change are diverse. They comprise the establishment of a clear vision on the modification, measuring and monitoring the change outcomes, recording and focusing on the transformation of the related problems. Additionally, they will include the actions to overcome obstacles and the full understanding of the entire revolution process, and that issues that are attached (Chaudoir, Dugan, & Barr, 2013). The observation of the practices would lead to success.
Time Frame
The change process will see the firm determine sustainable sources of funds to pay the new employees, create links with other medical institutes for possible outsourcing, recruit, hire, and conduct orientation for new workers.
Activity Time Frame (months)
Determine sustainable sources of funds to pay the new employees - 12
Creating links with other medical institutes for possible outsourcing - 6
Recruitment and hiring of new workers - 3
Orientation of new employees - 3
Roles of Key Personnel in the Implementation of the Project
The key personnel in the exercise include the human resource team and the organization's research staff. The investigation team will collaborate with the public relations department to conduct the feasibility study on the location of the medical institute. The team will also provide information on the market situation and ensure the success of the change process. The human resource department will: conduct the recruitment and hiring of the new nurses, organize orientation and training programs, and promote the corporate culture (Thomas & Galla, 2013). Also, the team will provide information to the organization on possible regions to obtain potential workers.
Methods for Assessing the Feedback and Carrying out the Required Revisions
The administration of the organization will set a task team in charge of managing change. The same will provide feedback on the observable work efficiency to determine if the enterprise is achieving the desired change. Improved efficiency in service delivery would imply adequate employment of additional professionals. On the other hand, the assessment of the progress will involve the review of the change plan deliverables to determine if the organization is geared towards implementation (Thomas & Galla, 2013). Notably, the management will obtain recommendations from the staff and the change committee and deliberate on the best way to change the failing strategies towards the desired change.
Description of the Ideal Outcomes and Desirable Impacts of the Outcomes on the Organization
The ideal outcomes will include improved customer satisfaction and increased efficiency at work. The results should see the organization attract more clients and receive minimal complaints from poorly attended customers (Thomas & Galla, 2013).
Overall, a change is inevitable in every establishment, especially when it undergoes operational problems. The shortage of nurses at Amesbury Health Center hospital is an issue that requires a change as it leads to the delay in service delivery and overworking by the current personnel. Nevertheless, the firm is struggling to generate sufficient funds to employ a reasonable number and at the same time facing the challenge of a limited number of unemployed medics in the region. Fortunately, there are governmental and non-governmental plans to create more nursing schools and provide financial subsidies to the hospitals. The organization needs to employ the systems theory of change and set proper goals and objectives to facilitate the change. Moreover, the step change model of Kotter can be an appropriate tool for the same. The change agent should be the human resource manager who would initiate influential activities. The time frame will be a total of four years, and it is upon the human resource personnel to coordinate the functions and assess the obtained feedback for possible revisions. A successful implementation of the change process will see the health facility attain improved customer satisfaction and increased efficiency at work. Besides, it would attract more clients and receive minimal complaints from poorly attended customers.
References
Baines, R. J., Langelaan, M., de Bruijne, M. C., Asscheman, H., Spreeuwenberg, P., van de Steeg, L., ... & Wagner, C. (2013). Changes in adverse event rates in hospitals over time: a longitudinal retrospective patient record review study. BMJ Quality & Safety, 22(4), 290-298.
Chaudoir, S. R., Dugan, A. G., & Barr, C. H. (2013). Measuring factors affecting implementation of health innovations: a systematic review of structural, organizational, provider, patient, and innovation level measures. Implementation Science, 8(1), 22.
Lozano, R. (2013). Are companies planning their organizational changes for corporate sustainability? An analysis of three case studies on resistance to change and their strategies to overcome it. Corporate Social Responsibility and Environmental Management, 20(5), 275-295.
Thomas, L., & Galla, C. (2013). Building a culture of safety through team training and engagement. BMJ Quality & Safety, 22(5), 425-434.
Tomoaia-Counsel, A., Scammon, D. L., Waitzman, N. J., Cronholm, P. F., Halladay, J. R., Driscoll, D. L., ... & Shih, S. C. (2013). Context matters: the experience of 14 research teams in systematically reporting contextual factors important for practice change. The Annals of Family Medicine, 11(1), S115-S123.
