Case Study: Leading Organisational Change: Improving Hospital Performance

Resistance is a destructive and violent rejection. Resistance is commonly understood as a rejection to accept and comply with something that causes doing in opposition to the current events. “Resistance movement” is an organized effort by some part of people of a country to resist the legally established government or an occupying power and to disrupt civil order and stability. “I believe in the resistance as I believe there can be no light without shadow; or rather, no shadow unless there is also light.” (149)

(History.com) This quote

“You don’t change the world with the ideas in your mind, but with the conviction in your heart.”

A fear of change blocks our minds to receive it when we have to, his

“Everyone has a moment in history which belongs particularly to him. It is the moment when his emotions achieve their most powerful sway over him, and afterward when you say to this person "the world today" or "life" or "reality" he will assume that you mean this moment, even if it is fifty years past. The world, through his unleashed emotions, imprinted itself upon him, and he carries the stamp of that passing moment forever.” This quote established the knowledge of one’ route of life, how one simple moment can change the lives of many for the good or for the bad.

NHS has undergone many changes since its inception in 1948 and it has become a cliché to say that only thing which is constant in the NHS is change. There are many drivers of these changes-the external and internal, the patient led, the policy led and also the changes driven by politics (Buchanan et al, 2013) and finances (DOH, 2010). This essay will critically analyse models of change and how they are relevant to my organisation (NHS). This essay will also critically evaluate human dimensions of change and how they impact on success and implementation of organisational change.

“We don't have to engage in grand, heroic actions to participate in the process of change. Small acts, when multiplied by millions of people, can change the world”

“We are not makers of history, we are made by history”- Martin Luther King Jr.

In an attempt to expand the organisation, the government recently encouraged NHS trusts to venture abroad with the explicit aim of generating income internationally from the NHS brand, which can be ploughed back into NHS care in the UK. This duplicates schemes such as that of Moorlands Eye Hospital in London, which in 2007, built a unit under the same name in Dubai. Children's hospital Great Ormond Street also has interests abroad. This is an example of market development as the organisation is venturing into an overseas market. The NHS also offers clinical support services such as Radiology scanning and hot report of results. Since the NHS can win contracts outside England such as Scotland, Wales and even Europe to cross subsidise clinical

In his book The War of Art, Steven Pressfield talks about resistance. He defines resistance as self-sabotage of anything in the lines of creativity, art, music, spirituality, and more. Pressfield describes many characteristics of resistance in the first half of his book.

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

For several decades health care has been tied to the economy and with the current downturn we see continued efforts to control and reduce over-head costs. Health care organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee & Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions.

Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and

“Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant (Jones, Aguirre, & Calderone, 2004).” Combining this definition with the types of changes facing General Hospital, it is not

To identify the key elements of the resistanceto change described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.[1]The model prevents, minimizes or descreases resistance to change in organizations. According to Kotter and Schlesinger (1979), there are four reasons that why people resist change, three of which are applicable to this case: