Another underlying problem is power structure at the SPUH. The bureaucratic system affected the progress of the practice. Groysberg et al (2007) stated coordinating the power structures in the university and the rest of the organization and navigating the bureaucracy was frustrating and time consuming. For example, Alan needed a scanner but since it was not included in the capital budget that was approved a year earlier, he would have to submit a written justification and probably wait till the following year for approval. Therefore, Alan cannot immediately move forward if he would need to wait for a long time to get approval and get his colleagues to accept his proposal. As such, the day-to-day operational issues would remain a problem.
The …show more content…
This theory says "an issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)" (Warrilow, n.d). Based on information from this case, the restraining forces are greater than the driving forces and Alan has to seek ways to increase the driving forces. The driving forces at CA are quality of patient care, improved job performance, cost savings and improved productivity while the restraining forces are unwilling employees, lack of support from leadership, poor cognizance of the change effort, power structure and ineffective measures to implement change such as performance …show more content…
When those needed skills are discovered, HR and training professionals can train the employees on how to use the systems in order to strategically prepare for the goal of improving patient care and minimizing costs. Alan should be involved in the training as well to lead by example so that everyone feels equal and willing to learn. The training should take individual learning styles into account so that some people do not feel left out of the process. The training could be on-the job or during an offsite, to put each individual’s personal time into consideration. After the training, employees should be allowed to give feedback on how the training impacted them so that they see that the organization is serious in its plans and the organization can satisfy their
The …show more content…
This theory says "an issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)" (Warrilow, n.d). Based on information from this case, the restraining forces are greater than the driving forces and Alan has to seek ways to increase the driving forces. The driving forces at CA are quality of patient care, improved job performance, cost savings and improved productivity while the restraining forces are unwilling employees, lack of support from leadership, poor cognizance of the change effort, power structure and ineffective measures to implement change such as performance …show more content…
When those needed skills are discovered, HR and training professionals can train the employees on how to use the systems in order to strategically prepare for the goal of improving patient care and minimizing costs. Alan should be involved in the training as well to lead by example so that everyone feels equal and willing to learn. The training should take individual learning styles into account so that some people do not feel left out of the process. The training could be on-the job or during an offsite, to put each individual’s personal time into consideration. After the training, employees should be allowed to give feedback on how the training impacted them so that they see that the organization is serious in its plans and the organization can satisfy their