nursing administration

1. By /MahmoudShaqria
‫شقريه‬ ‫محمد‬‫محمود‬

2. Outline
 Introduction
 Definition of change
 Types of organizational change
 Definitions of change management
 Definition of change agent
 Types of change agents
 Characteristics of effective change agent
 Levels of change
 Principles should be followed in implementing
change
 Causes of the change

3. Cont.
 Change management process
 Emotional responses to change
 Definition of resistance to change
 Causes of resistance
 How to overcome resistance to change
 references

4. Introduction
Organizational change entails thoughtful planning and
sensitive implementation, consultation with, and
involvement of the people affected by the changes.
If you force change on people normally problems arise.
Change must be realistic, achievable and measurable.

5. Definition of change
 Is an alternation haphazard or planned to make
something different.
 change is any alteration to an organization and/or its
work environment. taking an existing organization,
altering it and establishing a new or altered form.
 change is the transition from a current state to a
desired future state.
 the quality of a successful man is to flow and not
to freeze.

6. There are two types of change in an organization:
 Planned change:
- Is process by which new idea is created, developed and
diffused through communication and result in adoption or
reject.
- Refers to initiatives that are driven “top-down” in an
organization.
 “emergent” change:
- Refers to a situation in which change can originate from
any level in the organization.

7. Definitions of Change Management
 Change management is an approach to
shifting transitioning individuals, teams,
and organizations from a current state to
a desired future state.

8. Definition of Change agent
 Outside or inside helper who plan and
implement the change process.
Or
 Member in health care organization who
use their personal profession and managerial
knowledge, skills to implement change.

9. There are two types of change agents:
external change agent:
A person who is called as a consultant to the group to
assist them during the change process because this type of
agent comes from outside the organization.
internal change agent.
Is one who comes from within the organization or
group who will be affected by the change.

10.  respected member of organization
 have excellent communication skills.
 understand changing process.
 know how group function.
 trusted by others.
 role model
 have experience and knowledge.
Characteristics of effective change
agent:

11. Classified from high to low according to difficulty and
time involving in make change.
 Knowledge: lowest difficulty and shortest time to
make change.
 Attitudes: more difficulty to change be
emotionally changed.
 Individual behavior: the next most difficult and
time intensive change.
 Group behavior and performance: changes are
the longest time take and the most difficult.
Level of change

12. Principles should be followed in Implementing
change:
 Change should be implemented for good reason.
 People should informed by the reason of change.
 Affected person should be sharing in planning, implementing of
change.
 Change should be planned not be sudden.
 Always gradual.
 Reinforced.
 People assistance in dealing with the effect of change.
 Good open communication to reduce resistance.
 Must attain subordinate feedback.

13. Causes of the change
External Factors: some factors are:
 Change in government policies
 Technological advancement / progress in external environment
 Change in demographic characteristics
 Market changes
 Change in economic conditions – boom vs recession
 Increase in raw material / input costs
 Social pressures etc.
External
Factors
Internal
Factors

14. Cont.
Internal Factors: some factors are:
 Change in leadership.
 Structural reorganization.
 Adoption or implementation of new technology.
 Decline in profitability.
 Productivity concerns.
 Industrial relation problems etc.

15. Change management process
The change management process is the sequence of steps or
activities that a change management team or project leader
would follow to apply change management to a project or
change.
change management processes contain the following three
phases:
 Phase 1 - preparing for change (preparation, assessment and
strategy development).
 Phase 2 - managing change (detailed planning and change
management implementation).
 Phase 3 - reinforcing change (data gathering, corrective
action and recognition).

16. Change management process
1) - Preparing for change( Assessment)
Identifying the problem
Data collection
Data analysis
Strategic determination: identifying possible solutions,
barriers and strategies
Decide if the change is necessary.
Make others aware of the need for the change.

17. Cont.
2)- Managing change (Planning and
implementation)
 state goal and specific measurable objectives and also the time
allotted.
 establishing the who, how, what, and when of change.
 allocating resources, budget and evaluation methods.
 plan for resistance management.
 identify areas of support & resistance.
 include everyone in the planning that will be affected.
 establish target dates for implementation.
 develop appropriate strategy for alteration.
 be available to support others through the process.
 evaluate the change then modify if necessary.

18. Cont.
3)- Reinforcing change (Evaluation)
determining effectiveness of change.
achieved objectives and benefits - qualitative as
well as financial .
 stabilize the change: - taking measures to
reinforce and maintain the change

20. Emotional responses to change
Ten stages to the emotional response to change:
 equilibrium: sense of balance before change occur.
 denial: deny the reality of the change.
 anger: towards the change.
 bargaining: attempt to eliminate the change.
 chaos: loss of identity and direction.
 depression: no energy is left to produce result.
 resignation: to accept change passively.
 openness: renewed energy is available.
 readiness: there is willingness to use energy to explore new event.
 reemergence: energy is rechanneled and producing.

21. Resistance to change
Definition of resistance of change
 Efforts by employees to block the intended change.
 Resistance to change is the action taken by individuals and
groups when they perceive that a change that is occurring as
a threat to them.

22. Causes of resistance:
 lack of trust.
 perception that change is not necessary.
 perception that change is not possible.
 relatively high cost.
 fear of personal failure.
 loss of status or power.
 threats to values and ideas .
 social, cultural or organizational disagreements.
 resentment of interference.

23. How to overcome resistance to change
 Communication and education:
Communicate staff, change of agent and manager.
Education the program of change.
 Participation and involvement:
It necessary to involving the individuals who want
and support the change and those who will be most
affected by the change.
 Facilitation:
Used to assist and reassure those in change situation
who do not accept the change.

24. Cont.
 Negotiation and agreement:
When individual or group in changing process have power to
affect adversely, negotiation and agreement strategies can
revise the terms of change to accommodate the involved
parties.
 Co potation and manipulation:
Co potation usually entails manipulated involvement through
an appointed or assigned role.
Manipulation achieve motivation needs of others and
influence them to participate in the change.
 Power:
Use the power to force other to make the change particularity
when time critical to implementation.

25. Overcoming Resistance to Change
Education and
Communication
Participation
and Involvement
Facilitation
and Support
Negotiation
Manipulation
and Cooptation
Coercion
Overcoming
Resistance to
Change

26. N.B:
not all resistance is bad
 It aware the changing agent to evaluate the
change, clarify the purpose or increase
effective strategies of change process