Manage Continuous Organisational Improvement

7/24/2019 Manage Continuous Organisational Improvement

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M a n a g e C o n t i n u o u s O r g a n i s a t i o n a l I m p r o v e m e n t | 1

Manage Continuous Organisational Improvement

[College Of Excellence]

[Diploma in Health Care]

[Management level 7]

[7/2/2!"]


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#$stract%he sector of healthcare is vital for living that no one ma& 'en&( %he a'vancement of technolog& has $een

a $lessing in 'isguise for human health( %imes are gone )hen people use' to )ait in long *ueues to get

attention from the 'octors an' parame'ical staff( %he governments of the )orl' )ere also responsi$le to

not properl& utilising the healthcare setup( In man& parts of the )orl'+ it )as still 'eeme' as for$i''en

until the a'vent of 2!st Centur&(


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Manage Continuous Organisational Improvement

Introduction

%he sector of healthcare is vital for living that no one ma& 'en&( %he

a'vancement of technolog& has $een a $lessing in 'isguise for human health(

%imes are gone )hen people use' to )ait in long *ueues to get attention from the

'octors an' parame'ical staff( %he governments of the )orl' )ere also responsi$le

to not properl& utilising the healthcare setup( In man& parts of the )orl'+ it )as still

'eeme' as for$i''en until the a'vent of 2!st Centur& ,#lison- 2!2.(

Discussion

Change management is something ever&one thrives upon $e it a $usiness or

me'ical science( or effective progress in an& fiel' of stu'&+ )hat matters the most

is a )ell lai' out an' proper action plan( or example in $usiness arena+ gaining

momentum is important in terms of financial aspects( or it one )ho is intereste'

in $usiness must $e familiar )ith implementing a $usiness plan to the suita$le

effect( %he first an' the foremost aspect is ho) much investment )oul' $e re*uire'

for the pro0ect to $e un'erta1en(

Ever& countr& encourages i'eas an' the $est )a& to $e 1no)n for this

purpose is to $ring out something creative( In an& aspect of profession+ planning

pla&s a vital role as )ell as management( In all most all the line of )or1+ there is

nee' for $u'geting+ staffing along )ith other strategiing options(

In the context of glo$aliation an' glo$al econom&+ change management

$ecomes evi'ent )hen )e fin' that companies are overloo1ing the glo$al

parameters of a $usiness )here change is constant( In the context of this change+

outsourcing is glo$al strategic alliance that fosters a )inning international strateg&(%he implementation of the polic& of health is a complex topic that

incorporates conceptual mo'els( It is all a$out the gui'ing principles+ rules+ an'

regulations that lea' to operational strategies( %here are several one must $e

familiar )ith in or'er to accomplish explicit healthcare polic&( %o un'erstan' it+ the


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cognition )ith health polic& or governmental la) is important( %hese also

comprise of process of fun'ing along )ith 'ecisions ta1en at 'ecentralise' or

national level( %hese )i'el& effect upon ho) to 'eliver such services ,#lison-

2!2.(%he contemporar& healthcare concept incorporates people from various

fiel's relate' to me'ical technolog& inclu'ing surgical e*uipment an' me'ications(

#ccess to evi'ence from me'ical an' health research as )ell as latest information

is also inclu'e' )ithin( %he area of healthcare is nota$l& one of the fe) areas

)hich is $lesse' $& heav& spen'ing of the governments an' the in'ivi'uals ali1e(

#lternativel& the in'ivi'ual )ith less income is force' to pa& a higher co pa& an'

'e'ucti$le for a lesser amount of coverage ,#lison- 2!2.(Scenario

3ou have recentl& ta1en on the role of change manager in an organisation(

%he organisation has 'eci'e' to intro'uce the concept of continuous organisational

improvement an' &ou have $een as1e' to lea' this 'evelopment( 4efore em$ar1ing

on this )or1 &ou 'eci'e that it is necessar& for &ou to complete some 'etaile'

thin1ing in a num$er of 1e& areas(

In carr&ing out this assignment &ou shoul' either use an organisation &ou have orcurrentl& )or1 for( 3ou must 1no) this organisation )ell at a strategic level(

#lternativel& &ou shoul' use the case stu'& material provi'e'(

irstl& &ou nee' to give careful consi'eration of ho) a culture of continuous

organisational improvement )ill $e create'(

Task 1

You plan to test your thinking with a more experienced colleague who works

in a consultancy organisation specialising in organisational culture. In

preparation for this meeting you analyse the following areas and make

detailed notes on:

the features of organisations that encourage and allow continuous

improvement


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the leadership and management styles that facilitate continuous

improvement

the features of the learning organisation

approaches to introduce and emed change within an organisation

approaches to !uality improvement

"eatures of #rganisation $ncouraging %hange

%he process of change is inevita$le in ever& organisation an' 5H6 is no

'ifferent( Mr( egal has $een appointe' as a ne) Change Manager for 5H6 an' is

a 'e'icate' in'ivi'ual )ho 1no)s ho) to run things for the $enefit of the

organisation( He has $een )or1ing in man& prestigious organisations an' thus he is

also familiar )ith ps&cholog& of team )or1ing alongsi'e him(

Mr( egal 1no)s that all emplo&ees of 5H6 )ill nee' his active support to

get the 0o$ 'one( or this purpose+ involvement of staff an' planning at earl& stage

are a 1e& to sure success to $ring the process of change( It must also $e note' that

the policies to $ring change must not oppose organisational policies such as

re'un'anc&+ reorganisation an' re'eplo&ment ,Elia$eth- 2!2.(

4efore progressing an& further+ it is important that people )ithin 5H6 must

have i'ea of )hat change is all a$out( %here are man& t&pes of changes inclu'ing

the ones instigate' from i'eas )ithin 5H6 )hereas some come from $e&on' the

organisation( Other i'eas inclu'e temporar& an' permanent ones all )or1ing for

$enefit of the organisation ,Elia$eth- 2!2.(

6ince 5H6 is a complicate' organisation thus man& changes )ithin are not

clearl& 'efine'( In a t&pical organisational change mo'el+ ne) )a&s of )or1ing+

unfamiliar team structures+ processes an' proce'ure are encompasse'( 6pea1ing

in'ivi'uall&+ changes ma'e at staff level can $ring out pessimism+ optimism+motivation+ energ&+ enthusiasm an' excitement to fear+ anxiet&+ challenge+

resistance+ am$iguit& an' 'rea' on various instances( %he fear )ithin the staff is

'ue to the concerns over ne) management an' )or1loa' as )ell as 0o$ securit&

an' pensions( %hus various emotions can come into pla& an' lea's to 'istraction


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from 'evelopment an' provision of service( %he staffs of 5H6 are rea'& to 'eal

)ith anxiet& )hich ma& $e 'ue to anticipating change(

6urel&+ it )ill ta1e Mr( egal to get to 1no) a$out the emplo&ees an' the ol'

stan'ar's that have $een the hall mar1 of success for 5H6( Ho)ever+ thesetechni*ues of the past )on8t last long an' thus change in the s&stem is man'ator&(

%hus it is important to intro'uce such techni*ues that are part an' parcel of mo'ern

'a& mechanism ,9allou0 : D0ellal- 2!!.(

Mr( egal 1no)s )hat is the main reason of 'o)nfall of organiations i(e(

those )ho are not )illing to manage or i'entif& change in human components( He

has $een performing his services as a freelance consultant for last ! &ears( He

suggests that the involvement of the in'ivi'uals )or1ing )ithin the organisation is

necessar& so that the )a& of thin1ing an' $ehaviour ma& $e altere'( 5o) this ma&

seem to $e easier sai' than 'one as it re*uires thorough practice+ time an'

motivation(

%he change in $ehaviour ma& not $e easil& measura$le or achieva$le since

the elements of humans are una$le to get attention the& re*uire( #s a line manager+

it is the 'ut& of Mr( egal to lea' from the front to i'entif& an' manage such

human elements( 5H6 must also $ear in min' that the change of initiatives must

not go $e&on' the 'esire' capacit&( If it happens+ the 1e& resources re*uire' ma&

turn uncontrolla$le( %he extra )or1loa' must $e share' $& senior support an'

managers accor'ing to the resources an' plan of action ,9allou0 : D0ellal- 2!!.(

The &eadership and 'anagement Styles

In or'er to i'entif& the process of change+ one must $e familiar )ith the

follo)ing;

,i.


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4efore starting an&thing+ )hat matters the most is planning same is )ith

organisational change( It is never eas& for people to accept )hat comes )ithin that

change process( %he& fin' it 'ifficult to a'0ust or a$sor$ to change an' also for the

management+ it is not an eas& tas1( %he& ma& have to face various reactions to it

inclu'ing temporar& re'uctions in performance measurements an' activit&( or this

purpose+ a proper timeta$le must $e provi'e' )hich ma& give the emplo&ees

enough time to get rea'&( %his ma& also pro'uce the impact 'esire' $& Mr( egal

an' the ne) management of 5H6 ,=aren+ >ean : 9retl- 2!2.(

(ii) %larification+,ationale

%he secon' step is to )hat the outcomes of it ma& $e the

Clarification/ationale( or this+ it is important that the management is familiar

)ith measura$le outcomes( Mr( egal an' his team managing all must have a

comprehensive vision that ma& lea' 5H6 to ne) 'evelopments( %he staff ma& get

affecte' $& the change $eing implemente'(

(iii) %ommunication - Involvement

Mr( egal 1no)s that in or'er to have proper implementation of plans+ the

'octors+ nurses as )ell as other )or1ers in 5H6 must have confi'ence( or this

purpose+ it is necessar& that the& must have recognition of $enefits an'

responsi$ilities+ acceptance+ un'erstan'ing+ )ill+ interest+ an' a)areness( %his

coul' onl& $e achieve' if proper strateg& regar'ing effective communication an'

involvement is 'ra)n ,=aren+ >ean : 9retl- 2!2.(

It is important that all the sta1e hol'ers of 5H6 must $e ta1en in confi'ence

$efore the implementation of polic&( %he communication $et)een the $oth parties

is vital to reach a $rea1 through( Ineffective communication ma& result in

'ifference of opinion( %hus $& implementing proper communication s1ills+

effective involvement can $e ensure'(

(iv) ,isk ssessment

Mr( egal suggests that implementing the process of change )ithin 5H6

ma& $e easier sai' than 'one provi'e' that proper planning is implemente'(


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5evertheless )ith a process of change also comes the feeling of fear from )ithin

such as negative reactions+ 'ou$t+ change in )or1ing an' location( %his is

something that must $e assesse' at the earliest an' must $e 'one $& a competent

team( %he& are the in'ivi'ual )ho loo1 to safeguar' the interests of )or1ing

groups speciall& the vulnera$le people )ho ma& get impacte' $& the change( or

this purpose+ an implementation plan must $e 'esigne' accor'ing to the time frame

of change ,=aren+ >ean : 9retl- 2!2.(

(v)'onitoring

Monitoring )ithin the organisation is necessar& to 1no) a$out the activities

the emplo&ees are engage' in( %his also 'epen's on )hat t&pe of change is $eing

implemente' )ithin the organisation( In man& organisations the $est )a& to get

fee'$ac1 is to ma1e use of various perspectives( %he $est form of monitoring can

$e 'one on the $asis of complaints+ facts+ reports+ opinion+ outputs+ $ehaviour an'

levels of error(

It is not necessar& for techni*ues of monitoring to $e ela$orate $ut the& must

$e appropriate an' timel&( Despite of its effectiveness+ it ma& $e consi'ere' as

violation of privac& matters of the emplo&ees( Man& organisations ma1e use of

various tools inclu'ing the au'io monitors an' cameras( %he emplo&ees too ma&

en0o& various $enefits of monitoring inclu'ing the safet& measures( Man&

organisations inclu'ing the hospitals an' $an1s ma1e use of close circuit television

s&stems ,CC%?. to monitor for safet&(

#rgani/ational &earning

Mr( egal is of opinion that 5H6 must implement organisational learning

)hich facilitates room for improvement( He explains that onl& those organisations

that are )illing to learn from their mista1es an' rea'& to transform succee'( %his

phase of learning ma& not necessaril& $e a $eneficial one( %here might $e a

possi$ilit& that an& in'ivi'ual )ithin 5H6 ma& learn $ut not share )ith his team


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mates( 6imilarl&+ the su$or'inates in 5H6 ma& not $e share the information learnt

'ue to its policies(

In or'er for 5H6 to $ecome a learning organisation+ it is important that it is

rea'& to change+ learn an' a'apt( In to'a&8s competitive mar1etplace+ anorganisation maintaining its position in rapi' changing environment is a tough as1(

Ever&'a& constant 'evelopments are $eing ma'e thus provi'ing corporations to

transform into learning organisation( Mr( egal $elieves that 5H6 has a capa$ilit&

to provi'e platform for learning( %his ma& $e store' in the min's of the people as

)ell as the organisational memor& in form of )ritten 'ocuments+ policies an'

proce'ures( If 5H6 successfull& transforms itself as a learning organisation+ it ma&

)i'en the prospects $& creating practices ,5eil+ : >o- 2!@.(

In or'er for 5H6 to prosper accor'ing to the mo'ern phenomenon of

change+ it is important that it must learn from experience 'irectl& as )ell as others(

%he organisation ma& 'irectl& learn from experience $& )or1ing on proce'ures of

incremental refinement( Mr( egal explains that it is natural for an organisation li1e

5H6 to $e face' )ith num$er of o$stacles inclu'ing the lac1 of learning

orientation( %his is one of the most important of all the $arriers in an& organisation(%hese ma& $e further classifie' into three t&pes environmental+

in'ivi'ual/group an' organisational( In or'er for 5H6 to progress+ the people

)ithin the )or1ing group must have an active min'( %he $arriers of learning )ithin

an organisation inclu'e management practices an' corporate culture( 4esi'es that

concern from external sta1e hol'er+ in'ustries+ an' pu$lic polic& results in external

$arriers(

$medding #rgani/ational %hange

5H6 must act accor'ing to the stan'ar's of mo'ern 'a& organisation( Ai1e

others+ it must intro'uce initiatives of change regularl& perhaps on multiple levels

too(


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#s an organisation 5H6 has al)a&s )or1e' on phenomenon of high *ualit&

care for all( %o'a&+ man& lea'ing organisations throughout the )orl' are focusing

on s&stem of the organisation an' s&stem health at the same time( %hese are lin1e'

)ith a promise that *ualit& )or1 to'a& ma& pave )a& for tomorro)8s highB*ualit&

)or1( %he hallmar1 of a health& organisation is that the& em$e' culture promoting

engagement+ trust an' openness( %he& achieve it on the $asis of learning an'

improvement process(

In almost all the organisations+ there are often contra'ictor& aspects hi''en(

In 5H6+ the priorit& is the measurement of higher outcomes such as population

health( %he foun'ing principle of 5H6 has al)a&s $een high *ualit& care for all

,HCf#.( %he main point of focus is ho) this ma& $e achieve' emphaticall&( or

this purpose the priorit& of )or1 is 'one is patient an' population )hich is 'eeme'

as )ea1est lin1(

0hat is uality Improvement2

ualit& improvement is something that ever& organisation must thrive upon(

%here are various approaches an' 'efinitions an' ma& $e more fruitful than the

other one( In me'ical practice+ the purpose of *ualit& improvement is to loo1 for

)a&s to provi'e $etter services an' care( Mr( egal sa&s that change management

ma& onl& $e effective if the team performs as a single unit(

ualit& Improvement is a team process at its core( hen the circumstances

are right the team perform accor'ing to 'ifferent perspectives+ 1no)le'ge+ s1ills

an' experience( %his helps in $ringing out improvements that last long an' is

$eneficial for the entire team as one unit( In or'er for the program to $e successful+

it is important that the top lea'ership as )ell as the emplo&ee support the process

of change( 4oth *ualitative an' *uantitative metho's are emplo&e' for the process

of ualit& Improvement( %his helps for improvement of safet&+ effectiveness an'

efficienc&(

Task 3


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The riefing paper needs to cover the areas elow.

n assessment of the sources of information which are likely to

identify the opportunities for improvement

n analysis of the information which identifies areas for

improvement

n assessment of the impact of the proposed changes to

organisational activities

n evaluation of the proposed changes to the organisational activities

"ollowing the presentation to your manager you are now ready to plan and

lead the change in the organisation.

#pportunities for Improvement

5H6 has al)a&s thrive' on lea'ership an' engagement for improvement(

Ever& organisation has a room for improvement in one )a& or another( 6ame is

)ith 5H6 as assesse' $& Mr( egal along )ith his management team( #s a matter

of fact changes nee'e' in 5H6 inclu'e changes ma'e on a 'rastic level( Change

management is a process of transition from current to ne) mo'e(

It is important for the in'ivi'uals to $e rea'& for the change( %he first an'

the foremost step+ is focusing on the a$ilit& of lea'ership( Mr( egal must act as a

role mo'el for other emplo&ees )ithin 5H6 to follo)( He must set an example that

$ecomes cornerstone of the organisation( He must implement rules an' regulations

that ma&$e follo)e' in the long run(

#s a lea'er+ he must avoi' using thought process that creates separation in

form of per1s( Mr( egal 1no)s that tal1ing to people )or1ing in the organisation

on polic& matter )ill restore their trust on him( #lso he ma& $e a$le to 1no) a$out

the pro$lems face' $& the emplo&ees an' solve them in'ivi'uall&( %)o otheraspects that matters the most are passion an' genuineness(

Identifies reas for Improvement

In or'er to $ring change )ithin 5H6+ each )or1ing group must 1no) )hat role

the& nee' to pla&( %he& must realise importance of their role in the process an'


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consi'er it as a historical one( #s a supreme comman'+ it is the 'ut& of Mr( egal

to communicate )ith each an' ever&one involve' in the process( %hose )ho have

concerns regar'ing the change nee' to $e a''resse' at the earliest( In or'er to $ring

'o)n frustration+ Mr( egal must 1eep in min' the six phases that reflect the

reaction of the people affecte' $& the change(

Impact of the *roposed %hanges

nticipation: Man& of the emplo&ees are anxious )hat the change ma& $e an'

ho) )ill have an impact on them( 6uch emplo&ees are una$le to 1no) )hat it has

for or against them an' 'on8t 1no) )hat to expect(

%onfrontation: %his is the stage )here people 'iscover that something goo' or

$a' is going to happen( Man& times the& are a$le to figure out that the plan of

change has alrea'& $een initiate'(

,eali/ation: %he thir' phase is of realisation )here the impact of the change is in

front of the people( %he results )ill al)a&s $e 'ifferent as realise' $& the people(Depression: 4esi'es $eing intellectual people $egin to 1no) the outcome of the

change that ma1es them emotional( %he& $egin to mourn on the past $ut can8t 'o

an&thing a$out it lea'ing to stress an' 'epression(

cceptance: In this phase+ people $egin to ac1no)le'ge the process of change

$oth emotionall& an' intellectuall&( In an& organisational setup+ people at first have

some reservation $ut seeing the $enefits ma& change their opinion( 5evertheless+

there is no reassurance to it(

$nlightenment: In this last phase+ people $egin to )on'er ho) the& )ere a$le to

manage the ol' )a&s )hile this change has turne' out to $e more fruitful to them(

$valuation of the *roposed %hanges to the #rganisational ctivities


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4ringing change management an' to ma1e it )or1 effectivel& is not a piece

of ca1e for an&one( # consultant li1e Mr( egal too )ill re*uire time to convince

emplo&ees )or1ing )ithin 5H6( or this purpose+ it is important that )h& to $ring

out the $est service from the organisation the )orl' has ever seen(It is important that the management an' the staff $oth support one another

for the accomplishment of the goals 'esire'( #s a unit $oth of the organisation

sta1e hol'ers nee' to un'erstan' the importance of the 'ecision( %he plan is to

ma1e 5H6 sustaina$le an' $est value organisation for the $enefit of the people(

%his mo'el of Change in 5H6 vo)s for the improvement collectivel& in

terms of experience an' 1no)le'ge( %his process ma& also ta1e into account

former emplo&ees of 5H6 )ho ha' a histor& of *ualit& services )ithin the

organisation(

Task 4

"irstly write a paper which sets out how you will:

determine the changes re!uired to introduce improvements to the

organisational activities

agree the proposed changes with stakeholders

5ow produce a plan for the proposed changes and show how you will

communicate this to stakeholders

Design systems and procedures that will e needed to support the

changes

State how you will review the change process for the organisation

6ince its $irth+ the organisation of 5H6 has )or1e' for the $enefit of

humanit&( %o'a& it stan's tall as the largest organisation of Europe 'e'icate' to

provi'e 'etaile' healthcare services at minimal or lo) rate( Mr( egal hopes )ith

his ne) change polic&+ the organisation ma& $ecome the largest healthcare

organisation in the entire )orl'( Ho)ever+ for that purpose+ proper mechanism of

)or1 nee's to $e planne'( %he 'a& )hen 5H6 )as $orn+ it comprise' of more or


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less !" regional hospital $oar's( %o'a& it is also 1no)n to $e the extensive

emplo&er of the nation ,5igel- 2!!.(

%hanges ,e!uired Introducing Improvements to the #rganisational ctivities

5H6 ma& $enefit a lot from change process $& intro'ucing improvements to

the activities of the organisation( In aiming for continuous improvement+ 5H6

must mar1et )hat the& )or1 for i(e( healthcare services( Mr( egal emphasises that

proper planning lea's all the )a& to success for organisations initiating change(

Despite this change process $eing $eneficial to the organisation li1e 5H6+

$ut there are certain things that ma& turn against if the management isn8t prepare'(

%hese challenges ma& $e $ecause of not creating ample room for improvements+

slo)er a'option+ )or1 surroun'ings+ resistance an' ultimatel& not creating the

necessar& improvements for the organiation( If in future 5H6 further aims to

ma1e itself $etter $& $ringing in ne) concepts+ the& must 1no) ho) to manage

an' operate it effectivel& ,5igel- 2!!.(

%o $egin )ith changes nee' to $e 'one must $e planne' first $ut

implemente' gra'uall&( %his ma& help in $ringing helpful change to one an' all(

%he emplo&ees must $e ta1en into confi'ence for the implementation of polic& an'

thus $uil'ing a)areness is important( Inform the emplo&ees+ inviting them to $e

the part of change process( Ma1e an announcement an' pu$lish it via intranet

$esi'es informing the emplo&ees $& meeting them( It is also important to mention

the 'ate an' time of the process to ta1e effect( Involve in all the emplo&ees of the

compan& so that 'ocumentation- sche'uling or minutes of meeting can $e carrie'

out ,5igel- 2!!.(

It is important to satisf& the emplo&ees that the change that is going tohappen is for $etterment of the organisation( %hose )ho have *uestions or

concerns relate' to it nee' to $e satisfie'( %he emplo&ees are mainl& concerne'

)ith ho) the polic& change ma& affect them( or this purpose+ it is important for

Mr( egal to remain calm an' patient an' a''ress the situation effectivel&( In or'er


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for the assistance of the emplo&ees+ he must provi'e 'ocumentation for the

changes going to happen )ithin 5H6( rite step $& step instructions things

re*uire' for the completion of expecte' process( %o help out the emplo&ees of

5H6+ he must offer practice an' training programs so that the& ma& learn a$out the

ne) proce'ures(

It is not necessar& to implement changes overnight- it ma& re*uire slo) $ut

progressive steps to)ar's the change( %he $est )a& is to ma1e changes one at a

time( It ma& help the emplo&ees to learn a$out ne) proce'ures $efore moving to

next step( ee'$ac1 from the staff involve' is also important as comments+

suggestions+ i'eas or concerns ma& help to move to the next milestone( %his ma&

also help the emplo&ees getting closer to Mr( egal an' the& ma& un'erstan'

process in far $etter )a&( #lso it is his responsi$ilit& )hat emplo&ees have to sa&

a$out the possi$le changes in the proce'ure( Do appreciate )here cre'it is 'ue

)hen an& emplo&ee comes up )ith suita$le alternative or suggestion( Mr( egal

must $e open to all the emplo&ees of 5H6 an' thus ans)er an& *uestions that

emerge in their min's(

In case of success motivate emplo&ees $& giving them appreciation through$ar$ecues or pia parties( %his helps to $ri'ge the gap $et)een the management

an' the emplo&ees( %he engagement of variet& of people such as user groups+ as

clinicians+ a'ministrative staff an' patients is also helpful for the improvement of

the services( %his )a& conflicts )ithin an organisation ma& also $e avoi'e'(

gree and %ommunicate the *roposed %hanges with Stakeholders

4efore approaching the sta1e hol'ers Mr( egal an' team has to go through

thorough research( %he $est )a& of it is to accompan& )ith the group of experts

having goo' net)or1s( %heir role )ill $e to con'uct $rain storming sessions to the

people an' groups associate'( Ma1e a list of the changes associate' )ith 5H6 an'

recor' it on laptop or flipchart(


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On finalising the names in the list+ then the sta1ehol'ers must $e arrange'

accor'ing to affect+ po)er an' influence( %here are FCs in healthcare service are

Competitors+ Commissioners+ Customers+ Colla$orators+ Contri$utors+ Channels+

Commentators+ Consumers+ an' Champions(

%onclusion

Change management is essential part of $usiness an' so 'o healthcare

in'ustr&( 4oth of them rel& upon the use of technolog&+ organisational structure+

management s&stems an' processes( # hierarch& of organisation inclu'es the

$ureaucratic processes an' chain of comman'( or this purpose approval )ith the

management is consi'ere' man'ator&( %hus the roles of emplo&ees an' lea'ers are)ell 'efine' one has to o$e& the or'er )hile the other has to comman'(


17/17


eferences

#lison+ Hann- ,2!2.- Health ohn ile& : 6ons- I645; !"""@@!2+ F7!"""@@!!- pp

2@B2@!(

5eil+ 9opee : >o+ 9allo)a&- ,[email protected] Aea'ership an' Management in Healthcare-

6#9E- I645; !""J2F"J2+ F7!""J2F"J"- pp 2B2!(

5igel+ Crisp- ,2!!.- 2" Hours to 6ave the 5H6; %he Chief ExecutiveKs #ccount of

eform 2 to 2J- Oxfor' Lniversit&

Manage Continuous Organisational Improvement

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