Organizational Readiness In Organizational Management

1649 Words 7 Pages
In healthcare, the organization readiness has been reported as an issue. Due to the absence of the brief, reliable, and valid measure to construct. There have been several attempts of measuring organizational readiness but most of the available instruments are not theory based with limited reliability and validity (Shea et al. 2014).
However, the organization readiness is a multilevel construct that can be assessed by an individual or sub-individual levels, such a team, department or organization (Shea et al, 2014). According to Shea et al (2014), there are three considerations leaders should remember when measuring the readiness for change at the team or department level. First, the items should be group referenced, for instance, “We are
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She is currently president of the board of directors and has one year remaining on her third three-year term. In 2012, the private duty division was created to assist patients with activities of daily living and provide other services needed. Because many challenges the organization is facing the board of executives are fully committed to open communications with all stakeholders groups ad new strategic plan will be developed early in 2017, providing the board and team members with an ideal opportunity to educate and engage stakeholders.
Goals and Objectives for Communication Plan In healthcare, management is responsible for the overall leadership in providing a positive communications atmosphere (Riverside Healthcare, 2016). In order for information and decision making to be effective, communication between management and employees are the key elements. HCHHA will align their key elements with the revised vision, mission and the three strategies in the direction for the strategic plan:
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Therefore, research internal communications best practices in the local hospitals and organizations nationally recognized as “great places to work”. Develop and implement a communications program that improves the interaction communications between staff and management and identify the most appropriate methods to harness the power of well-informed staff (Riverside Healthcare, 2016). Second, provide open and timely responses to issues that will inevitability arise from time to time (Riverside Healthcare, 2016). Whenever possible, send news releases on issues proactively so that HCHHA messages are delivered as much as possible. When patients use the media to make accusations about poor care, respond with a clear and simple statement explaining why HCHHA cannot respond and explain the complaint resolution process (Riverside Healthcare, 2016). Third, use the strategic planning process to build new bridges between HCHHA and key stakeholders by participating in planning discussions (Riverside Healthcare, 2016). Execute a structured community engagement process with a variety of stakeholders to the inform them of the new HCHHA Strategic Plan. Finally, when the plan is complete, communicate the vision and strategic priorities through clear and simple

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