INTRODUCTION:

Continuous change in business environment due to globalization of competitive emerging

markets and increasing in the customers expectation has influenced more or less every industry.
Companies irrespective of the industry they belong are actively trying to find the ways and apply
best strategy that may help them to cope with a change in strategy to meet the customers
expectations as well as compete with existing and potential competitors. However, finding the
most suitable ways and implementing them effectively is a very complex process as it require
organizations to consider internal and external environment and then find the most suitable
strategy and apply them accordingly.
he report is basically aimed to analyse, as to why implication of modern technology as a part of
organizational change in a health care !xyz" organization caused a lot of dissatisfaction among its
employees. hough, new technologists, that mostly considered to be the root cause for the
underutilising employees skills and causing the dissatisfaction and #ob insecurity however there
can be various other reason also which need to be analysed and identified in term evaluating the
way organization change were carried out and preparation were done before and while
implementing the change. he report will also include what steps should have been taken and
preparation could have been done in order to implement these changes successfully.
ORGANIZATIONAL CHANGE:
$ince the market is changing every day therefore companies have to indentify these changes and
adapt themselves in order to cope with the same otherwise they will not be able to effectively use
the opportunity and fulfill the market demand successfully.
%rganizational development is a change to implement the planned change using set of theories
and strategies to enhance employee development, improve organizational performance and cope
with the challenging markets through #ob behaviors or changes in organizational structure
!&obertson et al, '(()". %rganizational development purpose is to improve the performance of
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the organization and provide opportunities for employee development. %rganizational
development focuses on the following aspects !*rench et al, +,,-".
he role of /eader and top managers becomes very crucial as they need to have a clear vision in
terms of successfully identifying the current situation of business environment, market condition
and then come with most suitable strategy considering the internal environment of organization
so as to achieve the desired result.
0stablish a sense of urgency
*orm a powerful coalition
Create a 1ision
Communicate the 1ision
0mpower %thers
2im at short term goals
Consolidate 3mprovements
3nstitutionalize Change
LITERATURE REVIEW:
%rganizational Change is a ongoing process and consist of various steps and though it is not
necessary that all the steps would be equally require in all kind of activities happening in any
company irrespective of the industry but there are few steps those should not be ignored and
given high consideration as a part of organizational development.
Assessing the (Organizational !"lt"re an# (e$ternal En%iron&ent
op managers need to identify the external environment in terms of assessing the market trend
and then analyze what need to be done to match with the same, moreover they also need to
decide upon what exactly require to meet these requirement and finally the best approach which
may enable organization to fulfill those changes. 4oreover, they may also need to continuously
monitor the internal environment so as to find out all such issues that somehow influencing the
performance, productivity and all together becoming barrier while achieving the organizational
goal.
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2ssessing the external environment !4arket" through effective networking, efficient analysis
helps organization to have end to end knowledge of what actually happening in the market or
even what even may happen or expected in future considering the present state or market trend.
Lea#ershi' ( )anage&ent:
This leadership has two dimension Concern for people and Concern for the outcome of the
businesses. Blake and McCanse identify different style of management based on the concern of
managers towards these two dimensions. For the development of a team the managers have to
concern both the dimension eually. !Blake" McCanse" #$$#%
/eaders need to have correct vision of what is actually going to happen and what is expected to
cope with the such changes whereas mangers need to work as a change agent implement the
changes through communication, coordination, control and delegating effectively.
&'uccessful organi(ational change reuires skilled change agents" the organi(ation
characteristics such as a culture which welcomes change" appropriate management style and
supportive human resource policies.)
Buchanan et al !*++," p.-+.%
/eaders and 4anagers are required to identify the best model by applying the conceptual
frameworks which can help them to find the most suitable approach towards organizational
development. 2s they need to build an environment in which employees are well aware and
convinced about what exactly is going to happen and how it is going to help them in order to
excel their performance which may result the best possible result.
E**e!ti%e Co&&"ni!ation:
5Communication serves four ma#or functions within a group or organization. control, motivation,
emotional expression, and information. 6o one of these four functions should be seen as being
more important than the others. *or groups to perform effectively, they need to maintain some
form of control over members, stimulate members to perform, provide a means for emotional
expression, and decision choices.7! &obbins, +,,)"
Re#esigning the role an# res'onsi+ilities
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58ob design is the planning and specification of #ob tasks and the work environments through
which they are to be accomplished. %bviously, the 9best #ob design is always one that meets
organizational requirements for high performance, offers a good fit with individual skills and
needs, and provides opportunities for #ob satisfaction7. $chermerhorn et al !+,,,, p.'--"
he reason being it requires employee to do soothing different, differently or even totally
apposite what they have been doing so far that mean employees competency may given less
priority than organizational need. 2ccording to Herzberg, #ob:redesigning can increase employee
motivation if it is performed by following some essential steps as mentioned below.
2llow workers to plan
2llow workers to control
4aximize #ob freedom
3ncrease task difficulty
Help workers become task experts
;rovide performance feedback
3ncrease performance accountability
;rovide complete units of work
$chermerhorn et al !+,,,, p.'-<"
4anagers need to ensure that they are able to encourage to employee towards taking new role
and responsibilities though providing continuous support and guidance. 4anagers also need to
effectively monitor employees performance and provide the feedback as and when needed so
increase the confidence level of employee towards doing something which is totally new to
them.
Con*li!t )anage&ent
4aking or getting people work with harmony is not easy especially when there is matter of
change as they have to suddenly have to do something they are not very comfortable with
because sense of blaming each other normally high and therefore management need to apply
much effective methods towards improving the working relationship among the employees.
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Thomas and /ilmann !#$0,% identified five main styles of dealing with conflict that vary in their
degrees of cooperativeness and assertiveness. They agreed that people typically have preferred
conflict resolution style.
)oti%ation thro"gh Re,ar# an# Re!ognition
$ince the change in the organizational mostly require employees do either different or better than
what they have been doing so it is obvious to see that every employee is not equally motivated
towards adopting the new practices and therefore it is manager responsibility to keep them
motivated through recognizing their additional effort and rewarding them accordingly.
&12actly how to motivate others is difficult to determine because motivation itself is such a
comple2 phenomenon. For e2ample" specific behavior may be the result of several motives"
rather than a single motive. Furthermore" people who e2press essentially the same motive may
engage in very different behaviors" while people who e2press very different motives may engage
in very similar behavior.) 3ecchio !#$$#" p.#.,%
ANAL-.I. O/ (0-Z HEALTH CARE ORGANIZATION:
&Most people working in health care organi(ations do not wish to change their location" style" or
mode of working. They not only do not embrace and engage with the plans for change" they
actively resists. The culture of the organi(ation4 its norms" values" behaviors" and policies are
perceived by staff must change for change to occur. The culture must support the direction of
change by rewarding behaviors which support the change and in some cases penali(ing those
which do not). 5araside !#$$0" '04'#6%
he biggest drawback of organization development process in health care organization was that
the organization culture was not assessed and therefore management could not come up with
suitable intervention plan and simply applied 8ob re:designs intervention strategy which was not
at all suitable for an organization from health care industry or required a lot of preparation before
implementation.
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he employees were also not happy with the way which the clinic management responded to the
recommended changes. he management should have tried to include the technological staff in
the decision making process and they should keen on giving the training and induction to the
technologist which help them for the process of dual career path and #ob rotation. 3n the clinic the
management failed to find and publish a short term win in the change process =ut the employees
under the cognitive rigidity will be difficult to come forward to readiness for change.
Consequently the achievement of the short term is important both as a motivating factor and as a
mechanism for tracking progress towards the longer term goals. ! $enior, $wailes, +,',"
%> staffs are suppose to work as a facilitators and help, guide and supervise the employees as
and when needed where as they took total control of the change process and gave least
importance to find:out how employees would like to implement these changes and though
recommendation which made by the organizational development staff were accurate and
acceptable for the technologist. =ut the management had failed for the implementation during
the last two years. $o the better preparation which can make in this stage is empowering the
change team for leading this change process. his can be doing by putting a common acceptable
and powerful persons form higher management to the key positions of the change staff. 2
special team for creating the #ob redesigns structure of the technologist who contains the
members from the higher management and different department managers to support the change
agent team.
%> practitioners didnt see how the change process was going on and didnt aim at short term
goals. hey #ust focused on long term goals. hey should have focused on recognizing,
promoting and rewarding the individuals. $ometimes, though short term goals create pressure, it
allows one to look at the loop holes and allow one to fill the gap. he management is responsible
to look whether the expected behaviors have evolved in their employees. !?otter, '((-".
CONCLU.ION ( RECO))ENDATION:
2ny activity as a part of %rganizational >evelopment of Corse aimed to add value to the
organization as well as its people however it can also cause a great loss if not performed
correctly with enough preparation considering the actual scenario and internal environment of
the organization.
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2s stated by @araside, as mentioned earlier as well, since health care industry employees are
known for not being very flexible in terms for accepting the change in role, responsibilities and
adopting something which sound totally new to them therefore expecting them to adopt the
change which also include through analysis of environment, understanding employees
expectation and finding the most suitable way considering all these factors.
4oreover, 3t is also important to carry out the change by following a well structured framework
which not only include to communicate all possible information to the employees regarding the
changes but also there is also enough space for employees to come up with their opinion and
expectation while implementing the change. hrough it is not always possible to consider every
ones expectation however a leaders with high level of influencing skills and managers with high
level of negotiation skills can always find the ways to keep employees motivation level high
towards acting as per organizational need.
3t is also important to provide enough training and support to the employees by identifying the
need through conducting the follow:up sessions that can also help managers to understand their
concerns much clearly and monitor employees performance much closely so as to rewards them
in timely fashion in order to keep their dedication and motivation level high towards fulfilling
the organizational needs.
1I1LIOGRA2H- AND RE/ERENCE.
1. &obertson, ;.8 and &oberts, >.& and ;orras, 8.3., '((). A>ynamics of ;lanned
%rganizational Change. 2ssessing 0mpirical $upport for a heoretical 4odelA. The
7cademy of Management 8ournal.
2. Cummings, . @ and Borley, C. @., '((C. %rganization development and Change,
$ixth edition. %hio. 3nternational hompson ;ublishing.
3. /ocke, 0., $aari, / and /atham, @., '(D'. 9@oal $etting and task performance. '(C(:
'(D,, ;sychological =ulletin, p.
4. ?ilmann,'(DE., =eyond the quick fix. $an *rancisco. 8ossey:=ass
5. =uchanan, >. Huczyuski, 2., +,,E. %rganisational =ehaviour 2n 3ntroductory text.
-th ed. Harlow. ;earson 0ducation /imited.
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6. &obbins, $, ;., +,,). %rganisational =ehaviour. -th ed. Harlow. ;earson 0ducation
/imited.
7. $chermerhorn, 8, &. Hunt, 8, @. %sborn, &, 6., +,,,. %rganisational =ehaviour. <th
ed. Fnited $tates of 2merica. 1on: Hoffmann ;ress.
8. ?otter and $chlesinger, '(<(., choosing strategies for change.
9. 1ecchio, &,;., '(('. %rganisational =ehaviour.+nd ed. %rlando. he >ryden ;ress.
10. @araside, ;., '((D. Guality in Health Care. =48 8ournals, <!suppl".
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