Culture and Change
Culturein an organization are the morals and actions that result to a uniquesocial and environmental setting. Culture in any organizationalsetting includes the following: First, the manner in which itoperates its daily activities, how the employees are treated,customer relation and the community at large. Secondly, the level atwhich freedom is granted in making judgments, development of newconcepts and self-expression. Thirdly, how authority and informationare streamlined through the chain of command. Fourth, the degree atwhich employees strive to attain the goals and objectives of theorganization (Hogan, Suellen& Coote, 2014).
TheCulture in St. Paul’s Hospital
Dutiesare often delegated to other administrators for the sake ofday-to-day management process. The management duties are split amongstaff members taking into consideration where they are best suited towork. Workers are empowered to develop their leadership skills andare given the freedom to question the status quo of the organizationat the same time they offer ideas that have improved the hospital toprovide quality services to its clients. The employees in St. Paul’sHospital have the authority to make judgments in the absence of theadministrators. The St. Paul’s Hospital engages in communitydevelopment by attending and participating in meetings of open civicgroups, economic improvement and health promotion services. In St.Paul’s Hospital, customers are treated in the right way and arehighly valued and respected.
WhyEmployees and Managers Resist Change
Inthis hospital managers and employees resist change because of thefollowing reasons. First, there is little or no communication onwhat, why, how and what benefits will look like for the change. Forthis reason, the employees often resist this change. Secondly,employees fear to lose their jobs for instance, in case oftechnological advancements and systems change such as the use ofelectronic health records, the employees will resist this changesince it eliminates or reduce their roles. Thirdly, workers in St.Paul’s Hospital are not competent and for this reason, they resistany change. According to McShane (2016), a shift in an organizationculture necessitates changes in employees’ skills where they feelthat they won’t be in a good position to make the transition well.Therefore, for them survive they opt to be against the change.Fifth,they resist change because they perceive change to be a temporaltrend.
Approachesthat Can Help Minimize Resistance to Change
Inorder to minimize resistance to change in St. Paul’s Hospital, Irecommend the following approaches. First, there should be managementof change where the resistance management plan is created along withthe communication, sponsorship and training personnel is involved. Inthis plan, employees are educated and reducing invalid informationconcerning the effects of change in the hospital. Secondly, thehospital should allow employees to participate in the change effortsat some level this method is likely to lessen resistance because theemployees feel that they are recognized as part of theadministration.
HowChange Efforts Are Implemented within St. Paul’s Hospital
Inthis organization change is implemented as follows. First, change iscommunicated the hospital communicates the change to the reportingstaff, all concerned departments and employees. In this case, theemployees are informed how the change will work. Secondly, employeesare informed about the benefits the change brings them as individualsand the entire organization are stressed. Secondly, employees areprovided with appropriate resources and training programs that enablethem to adapt to the changing environment. Thirdly, theadministration can negotiate with employees who feels that he or sheis left out of the change plan the management can promise futurebenefits and rewards in case of compliance to the change. All theseefforts are effective since the employees in St. Paul’s Hospitalare fed with adequate information concerning the benefits of changehence minimal resistance is experienced.
Inconclusion, the culture of an organization determines its success andfailures in the long ran. Equally, every organization is made up ofa culture in which it operates and it is linked with change. Incasean organization intends to effect changes, the management shouldadopt plans that are beneficial to the organization and employees aswell use proper channels to implement the new culture. On the otherhand, in case there is resistance from employees concerning change,the administration should try to find ways to convince the employeeshow the change is beneficial to them and the whole organization.
McShane,S., & Von Glinow, M. (2016). Organizational behavior (3rd Ed.).New York: McGraw Hill Education.
Hogan,SuellenJ., & Coote L. V. (2014). Organizational culture, innovation, andperformance: A test of Schein`s model. Journal of Business Research,67(8), 1609-1621.
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