Process of change management

1. Prepared by : Dr Hardev Singh s/o Harpal Singh

2. Rapid charges in any organization requires management to respondent in innovative way to survive.
Divided to External & Internal pressures : -Increasing Competition,Complexity,New
demand/expectation, career development, diversity of value and other related to global impact.
Finding out the best way to enhance efficiency and effectiveness for morale and attitudes of healthcare
workers as well as for organization as a whole.

3. Rapid growth and development has created a new form of market which is larger today and more diversified
as many alliances has emerged including collaborations among organization even with that are consider
competitors.
Creating a desired outcome is formidable challenge that can be resulting complexity and bureaucratic styles
serve to isolate employees from both the organization and the competitive environment in institution must
operate.
With its diverse expectation result in the need for innovative organizational and work group designs to take
advantages of the new opportunities and ongoing improvement and expansion of skills with knowledge for
healthcare professionals.
This changes provides a challenge to the domains once dominated by physicians and administrators, it will
call for innovations in service delivery and decision making process.

4. Diversity in workplace do affect organization for example conflict culture
,gender and work patterns. Discrimination and harassment have emerged as
important issues for health care managers with numerous other pressures and
social force.
Problems like shortage of certain health professionals ,problems of pay equity,
AIDS at workplace and others dysfunctional behaviors, maldisturbtion of vital
human resource, deteriorating physical facilities for many hospitals and an
ageing population.
More than ten years ago, Ministry of Health signaled by saying “A reformation
in Malaysia way of health is underway and it’s likely to be as far-reaching as
any economic and social upheaval we have known”. All of these present new
problems and challenges for managers and behavioral scientists seeking to
understand ,influence and manage healthcare organizations and employees in
this new environment.

5. Managing growth as divided into three main phases :
a)Evolution period
b)Crisis period
c)Revolution period
Each evolutionary period is characterized by the dominant management style used to achieve growth,while each revolutionary
period is characterized by dominant managementproblem that must be solved before growth will continue.
Stages Of Development:
Creativity
Direction
Delegation
Co-ordination
Collaboration
The Lamborghini Terzo Millennio is a
futuristic EV supercar without a battery

6. Creativity
• First stage of
organizational growth.
Dominated by founders
of the organization and
emphasis is on creating
both innovative product
and a market.
Direction
• Point the crisis of
leadership occurs and
the begin of first
revolutionary period.
Usually new managers
and key staffs takes the
most responsibilities
for institute direction.
The solution is usually
greater delegation.
Delegation
• Being directive to
give responsibilities.
As result numerous
organization flounder
during this
revolutionary period,
adhering to
centralized methods,
while lower level
employee gets more
disenchanted.
Finally it will result
return to
centralization, which
is inappropriate and
create resentment.

7. Coordination
•More effective solution tends to
initiate the next evolutionary
period.
•Achieving greater coordination
with top management as “watch
dog”
•This crisis most offen occurs
when the organization has
become too large and complex to
be managed through formal
programs and rigids systems.
Collaboration
•It emphasizes greater
spontaneity in management
action through teams and skillful
confrontation of interpersonal
differences.Social control and self
discipline take over from formal
control.
•It can be anticipated that it will
be “center around the
psychological saturation of
employee who grows emotionally
and physically exhausted by
intensity of teamwork and the
heavy pressure.

8. Figure 1.1 :5 stages Of Organizational Growth

9. 1) Strategic Style: The right position ,image and ambience enhances an organization’s
competitive advantage by fostering product innovation, customer intimacy and
operational excellence.
2) Organizational Culture: The right image and work settings promote aspirations, value and
behaviors through symbolic representations.
3) Work practices: The right to resources in the right settings helps employees get work
done efficiently and productively.
4) Employee performance: The right furniture arrangement and placement, amenities and
work setting help people go about their work more enjoyable.

10. 1) Holistic Process
A comprenhensive business process must replace a narrow facility process.The greater blunder in
planning process is limiting the workplace to a “facilty” issue.When this perspective prevails ,cost drive
decision making while sacrificing more critical organizational and operational issues. To rectify this
myopia,workplace decisions need to be considered within a broader business context.
2) Social Focus
A focus of social architercture must replace a focus on the singular or basic organizational architecture.
If the enhancement of employee satisfaction is primary goal,then people issues need to take the center
stage of planning effort. The objective should not be designed at workplace that merely looks good, but
one that also enhances social and work relationship.
3) Integrated Approach
This is last prerequisite logical extension of the above, it requires to promote high quality
relationships, its planning has to be broad based and include a variety of viewpoints. Unfortunely,most
decision are made within silo structures and do not reflect integrated teamwork effort. Therefore, it is
recommended cross functional planning team with every sector representative in the team.

11. 1) Holistic Process
-Greater blunder in planning process is limiting to
workplace tp a “facility” issue.
2)Social Focus
-A focus on social architecture must replace a focus on the
singular or basic organizational architecture.
The Objective should not be to design a workplace that merely
looks good, but that also enhances social and work
relationship.
3)Integrated Approach
-The integrated decision making must replace the silo
approach. This last prerequisite is a logical extension of the
first two. Developing a system that addresses comprehensive
survives requirements and promote high quality relationships,
It’s a planning broad-based and included variety of
viewpoints.