Top of Form Strategic Management and Organizational Change  1 Unsatisfactory 0.00% 2 Less than Satisfactory 65.00% 3 Satisfactory 75.00% 4 Good 85.00% 5 Excellent 100.00% 100.0 %Content 40.0 %Address Types of Health Care Organizational Structure, Including How the Type of Structure Impacts the Process and Effectiveness of Change Does not demonstrate understanding of health care organizational structure and how the type of structure impacts the process and effectiveness of change. Does not demonstrate critical thinking and analysis of the distinction between organizational and transformational change, and does not include examples or descriptions. Demonstrates only minimal understanding of health care organizational structure and how the type of structure impacts the process and effectiveness of change. Demonstrates only minimal abilities for making the distinction between organizational and transformational change, and does not include examples or descriptions. Demonstrates knowledge of health care organizational structure and how the type of structure impacts the process and effectiveness of change, but has some slight misunderstanding of the distinction between organizational and transformational change. Provides a basic idea of critical thinking and analysis for the questions, answers, and rationale. Does not include examples or descriptions. Demonstrates acceptable knowledge of health care organizational structure and how the type of structure impacts the process and effectiveness of change. Develops an acceptable distinction between organizational and transformational change. Utilizes some examples of leadership models, tools, and advice. Demonstrates thorough knowledge of health care organizational structure and how the type of structure impacts the process and effectiveness of change. Clearly differentiates between organizational and transformational change. Introduces appropriate examples of leadership models, tools, and advice. 30.0 %Integrates Information From Outside Resources Into the Body of Paper Does not use references, examples, or explanations. Provides some supporting examples, but minimal explanations and no published references. Supports main points with examples and explanations, but fails to include published references to support claims and ideas. Supports main points with references, explanations, and examples. Analysis and description is direct, competent, and appropriate of the criteria. Supports main points with references, examples, and full explanations of how they apply. Thoughtfully, analyzes, evaluates, and describes major points of the criteria. 7.0 %Assignment Development and Purpose Paper lacks any discernible overall purpose or organizing claim. Thesis and/or main claim are insufficiently developed and/or vague; purpose is not clear. Thesis and/or main claim are apparent and appropriate to purpose. Thesis and/or main claim are clear and forecast the development of the paper. It is descriptive and reflec ...

1. Top of Form
Strategic Management and Organizational Change
1
Unsatisfactory
0.00%
2
Less than Satisfactory
65.00%
3
Satisfactory
75.00%
4
Good
85.00%
5
Excellent
100.00%
100.0 %Content
40.0 %Address Types of Health Care Organizational Structure,
Including How the Type of Structure Impacts the Process and
Effectiveness of Change
Does not demonstrate understanding of health care
organizational structure and how the type of structure impacts
the process and effectiveness of change. Does not demonstrate
critical thinking and analysis of the distinction between
organizational and transformational change, and does not
include examples or descriptions.
Demonstrates only minimal understanding of health care
organizational structure and how the type of structure impacts
the process and effectiveness of change. Demonstrates only
minimal abilities for making the distinction between
organizational and transformational change, and does not

2. include examples or descriptions.
Demonstrates knowledge of health care organizational structure
and how the type of structure impacts the process and
effectiveness of change, but has some slight misunderstanding
of the distinction between organizational and transformational
change. Provides a basic idea of critical thinking and analysis
for the questions, answers, and rationale. Does not include
examples or descriptions.
Demonstrates acceptable knowledge of health care
organizational structure and how the type of structure impacts
the process and effectiveness of change. Develops an acceptable
distinction between organizational and transformational change.
Utilizes some examples of leadership models, tools, and advice.
Demonstrates thorough knowledge of health care organizational
structure and how the type of structure impacts the process and
effectiveness of change. Clearly differentiates between
organizational and transformational change. Introduces
appropriate examples of leadership models, tools, and advice.
30.0 %Integrates Information From Outside Resources Into the
Body of Paper
Does not use references, examples, or explanations.
Provides some supporting examples, but minimal explanations
and no published references.
Supports main points with examples and explanations, but fails
to include published references to support claims and ideas.
Supports main points with references, explanations, and
examples. Analysis and description is direct, competent, and
appropriate of the criteria.
Supports main points with references, examples, and full
explanations of how they apply. Thoughtfully, analyzes,
evaluates, and describes major points of the criteria.
7.0 %Assignment Development and Purpose
Paper lacks any discernible overall purpose or organizing claim.
Thesis and/or main claim are insufficiently developed and/or

3. vague; purpose is not clear.
Thesis and/or main claim are apparent and appropriate to
purpose.
Thesis and/or main claim are clear and forecast the development
of the paper. It is descriptive and reflective of the arguments
and appropriate to the purpose.
Thesis and/or main claim are comprehensive. The essence of the
paper is contained within the thesis. Thesis statement makes the
purpose of the paper clear.
8.0 %Argument Logic and Construction
Statement of purpose is not justified by the conclusion. The
conclusion does not support the claim made. Argument is
incoherent and uses noncredible sources.
Sufficient justification of claims is lacking. Argument lacks
consistent unity. There are obvious flaws in the logic. Some
sources have questionable credibility.
Argument is orderly, but may have a few inconsistencies. The
argument presents minimal justification of claims. Argument
logically, but not thoroughly, supports the purpose. Sources
used are credible. Introduction and conclusion bracket the
thesis.
Argument shows logical progression. Techniques of
argumentation are evident. There is a smooth progression of
claims from introduction to conclusion. Most sources are
authoritative.
Clear and convincing argument presents a persuasive claim in a
distinctive and compelling manner. All sources are
authoritative.
5.0 %Mechanics of Writing (Includes spelling, punctuation,
grammar, and language use.)
Surface errors are pervasive enough that they impede
communication of meaning. Inappropriate word choice and/or
sentence construction are used.
Frequent and repetitive mechanical errors distract the reader.

4. Inconsistencies in language choice (register), sentence
structure, and/or word choice are present.
Some mechanical errors or typos are present, but are not overly
distracting to the reader. Correct sentence structure and
audience-appropriate language are used.
Prose is largely free of mechanical errors, although a few may
be present. A variety of sentence structures and effective
figures of speech are used.
Writer is clearly in command of standard, written, academic
English.
5.0 %Paper Format (Use of appropriate style for the major and
assignment.)
Template is not used appropriately, or documentation format is
rarely followed correctly.
Appropriate template is used, but some elements are missing or
mistaken. A lack of control with formatting is apparent.
Appropriate template is used. Formatting is correct, although
some minor errors may be present.
Appropriate template is fully used. There are virtually no errors
in formatting style.
All format elements are correct.
5.0 %Research Citations (In-text citations for paraphrasing and
direct quotes, and reference page listing and formatting, as
appropriate to assignment and style.)
No reference page is included. No citations are used.
Reference page is present. Citations are inconsistently used.
Reference page is included and lists sources used in the paper.
Sources are appropriately documented, although some errors
may be present.
Reference page is present and fully inclusive of all cited
sources. Documentation is appropriate and citation style is
usually correct.
In-text citations and a reference page are complete and correct.
The documentation of cited sources is free of error.

5. 100 %Total Weightage
Bottom of Form
Lecture
Introduction
Johnson (2009) notes that "culture is a learned system of
knowledge, behavior, attitudes, beliefs, values, and norms that a
group of people shares" (p. 161). This definition implies that
within a given community of interactive human beings, a
plethora of culture traits emerge: habits, mind sets, different
languages, values, beliefs, practices, family and social
relationships, and behaviors. This idea of community includes
the community of employees that exists within each particular
business, including a hospital. These traits can be associated
with race, ethnicity, religion, socioeconomic status, educational
attainment, occupation or profession, workplace, residential
locale, generation, gender, and a host of other circumstances
that define a group of persons with common sets of learned
behavior.
Most people belong to more than one culture (e.g., home,
workplace, and neighborhood). These multiple cultures require
different and sometimes conflicting responses in order for the
individual to navigate within them. Consequently, people find
themselves conforming to culturally determined behavior that
responds to and that fits the circumstances in which they find
themselves in at any given time. Using a non-medical metaphor

6. to illustrate the point, imagine a group of robust young men
playing a spirited basketball game on an outdoor court. During
the game there were loud outbursts of vulgar language, rough-
housing, and foul play, normal behavior in the culture of the
circumstance. The same group of young men, after the game,
decided to visit a buddy of theirs who was recently hospitalized
with severe injuries. Entering the hospital, they adjusted their
mannerisms to fit the quiet atmosphere and circumstance, a
behavior adjustment required by the hospital culture.
The Dynamic Cultural Leadership Model
Both the Dynamic Cultural Leadership Model and the Omnibus
Leadership Model focus on organizational culture. Effective
leadership at all levels of the organization is the catalyst that
gave birth to the Dynamic Cultural Leadership Model. Overall
success is based on leadership at three managerial levels:
personal level, team level, and the organizational level. One
perspective is that these three levels represent senior
management (personal), department heads and support staff
(team), and governance or board (organizational).
The strategy for success involves focusing on knowledge and
skills so as to empower the total organization to achieve its
goals, which allows the organization to successfully compete in
an environment that constantly changes to meet challenges. That
is, the ability to prepare for and meet challenges defines the
organization's ability to survive. The Dynamic Cultural
Leadership Model stresses leadership team assessment,
communication improvement, strategic planning, decision-
making alignment, employment enhancement, and learning
organization improvement. Johnson (2009) purports leaders who
follow this sequence of leadership steps on a constant cycle
have the best potential to deal with environmental change while
building an effective organization culture.
Many real-life leadership activities support the Dynamic

7. Cultural Leadership Model, beginning with governance
membership. Board members set the stage for organization
culture. Boards tend to pick members based upon their business
knowledge as well as their understanding support of the
missions and values of the hospital. In the past, board members
were often high-profile community leaders who served out of
the goodness of their hearts or as a matter of being in the
limelight, but with no applicable business knowledge. Over
time, such members were seen to be inappropriate for
addressing the ever-changing challenges that face the ever-
changing health care industry. More recently, boards have
invited leaders with true business acumen in order for the
organization to grow and prosper.
Perhaps the single most important impact on organization
culture is selection of senior management. The individuals
selected should have the experience and the ability to recognize
and to assess the talents of the organization's leadership team.
In addition, senior management, after completing a team
qualities assessment, must be able to align the team to fully
utilize its diversity of styles, skills, experience, and ability in
order for the organization to maintain a vigorous opportunistic
approach to change. In order for an organization to be effective,
shared beliefs and shared assumptions are a must.
Understanding factors that influence culture is imperative.
Johnson (2009) elaborates: Culture is harder to change than
climate, because climate is not stable over time. Whether
employees are happy today (a climate indicator) is of temporal
importance, while cultural factors, such as processes, incentive
systems, communication, understanding of goals, and how the
organization works to achieve goals, are more meaningful and
important.
The Dynamic Cultural Leadership Model stresses a sense of
balance by focusing the knowledge and skills of organizational

8. leaders and empowering the total organization to accomplish its
mission. This balance is brought about by the periodic, or
cyclical, process of:
· Constant assessment of leaderships ability and skills;
and
· Focusing on communication improvement, strategic
planning, decision making, and learning organization
improvement.
To be effective, the sequence must be repeated based upon the
rate of change in the environment.
As a retiredhealth care executive noted:
My experience has been that even though today's leadership
model somewhat mirrors the Dynamic Cultural Leadership
Model, the cyclical sequence has not been repeated often. This
is probably due to the fact that change has not been as frequent
or as imposing in the past as they are today. The future changes
and uncertainty presented by the new Health Care Reform Bill,
of course, will require more sensitivity to and awareness of a
variety of change mandates. (B. Dickens, personal
communication, June, 2010)
The Omnibus Leadership Model
The Omnibus Leadership Model places its emphasis on the
values associated with intrinsic goal-directed behavior. This
model raises the issue of whether leaders are born or made. In
contrasting the two models with regard to evaluating leaders,
the Dynamic Cultural Leadership Model focuses on the skills
and knowledge of its leadership to envision and accomplish
goals in reaction to challenges and change.
Traditional leadership models analyzes outcomes and business
processes as they are affected by specific leadership traits, such
as personal characteristics or behavior, to determine
effectiveness. On the other hand, the Omnibus Leadership

9. Model takes from previous literature in the field of leadership
and provides a different outlook for evaluating leaders.
Traditional models took into account variables, or constructs,
that explain past leadership actions, whereas the Omnibus
model uses these constructs to help predict leadership success.
The three major constructs as explained in the text are:
1. Higher Order Construct: Principles and values based on
factors such as family, spiritual teachings, and education.
2. Individual Culture Construct: Traits embedded in the
psyche through broad societal influences such as race and
ethnicity.
3. Environmental Construct: The availability and
effectiveness of communication to translate and disseminate the
leadership's message.
Thus, the Omnibus Leadership Model considers the forces that
influence the leadership of the organization to actually taking
action as well as how those forces predict the best approaches
for effecting change in response to various challenges.
Conclusion
The concept of leadership is complex. Does effectiveness of
leadership in itself determine whether a leader has been
successful? Consider a health care leader whose organization
has been financially successful: On the surface and from the
perspective of financial success, most would consider this
individual a good leader. However, if the community his
institution serves has not become healthier, eliminated
disparities, and been more productive, can the leader truly be
considered successful?
A similar experience previously discussed concerned an inner-
city hospital faced with closure due to the exodus of doctors
fleeing to the suburbs. The leader was faced with strong
community opposition because of the potential loss of jobs in
the inner city. Faced with this dilemma, the leader finally
decided that the primary effort was to prevent the loss of jobs

10. and his secondary effort was to reinforce a mechanism,
exemplifying team leadership to create a response that both the
community and the governance would approve. The fact that the
leader was successful in meeting the community need to save
jobs, even with the relocation of the hospital, would have made
him a good leader in respect to the Omnibus Leadership Model.
This is a classic case where leadership considered the
importance of the values of others.
That example took place over 35 years ago. Today, the relocated
hospital is viable and considered an outstanding medical
facility. Incidentally, its response to the inner-city's concern
about loss of jobs was the creation of a hospital-owned
transportation system that transported inner-city workers to and
from the medical campus.
The impact of external and internal cultures must be considered
as health care leadership adopts leadership styles. In health
care, community cultures and organizational cultures may often
dictate which style, Dynamic Cultural Leadership Model or
Omnibus Leadership Model, would best determine the viability
of a medical facility and determine if the leadership is good. In
the long run, it is not an either-or situation as to which
leadership model is embraced; what matters is that senior
management is successfully able to manage culture in the health
care organization.
Reference
Johnson, J. A. (2009). Health organizations: Theory, behavior,
and development. Boston: Jones and Bartlett Publishers.
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