Impact on Organizational Behavior and Culture (Term Paper Sample)

Navigating Organizational Change
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Role of Continuing Education
Healthcare providers need to be continually educated to keep up with the pace of the changes in the industry. There is equally the need to narrow the gap between continuing care and optimal care and this can only be realized when health professionals are continuously educated. There is also the dire need for healthcare organizations to improve the overall health outcomes of their patients. Therefore, when they are continuously educated, they will work in line with the best industry practices thus maximizing the outcomes for each stakeholder. Healthcare employees need to boost their skills at work so that they become more competent and unique in the industry (Borkowski & Meese, 2021). In addition, it is through continuous education that they align their skills with those required in the health industry so that they can better prepare themselves for possible changes and even career advancements. Employers promoting employee education enjoy higher productivity through increased morale and attention to tasks. 
Impact on organizational behavior and culture
Organizations in the healthcare industry need to be sustainable now and in the future. The need to introduce continuous education as a policy may be received by internal resistance but with effective communication and engagement with employees, they are more likely to support its objectives (Borkowski & Meese, 2021). The short to medium-term impact will be effective time management throughout the organization as tasks will be completed on time, saving more resources. The long-term impact is an organization whose culture is entirely based on performance. Healthy internal competition will ensure every employee sets their goals and conducts themselves in ways that distinguish them from the rest. The healthcare organization will maximize the outcomes of individual patients due to higher levels of professionalism, skills, and knowledge to conduct routine tasks. The facility will continue to attract more stakeholders who will pump more resources to keep its operations running into the future. The move will also create a rich pool of employees who will be part of its asset base.
Barriers to Change
The healthcare organization will experience barriers in its quest to initiate meaningful internal changes. Barriers are the obstacles that derail an organization to realize the objectives of planned change management. One key barrier to change is resistance (Strobel et al., 2013). Employees who prefer to maintain the status quo will resist any potential change, a factor that may derail internal operations. There are also concerns when the planned change is not effectively communicated to employees. Some employees may also be uncertain of their future and how they will conduct operations and hence will not be ready for the changes. The human resources department should inform employees of the need for changes and their likely impact to minimize resistance. Employees should feel part and parcel of the organization in the change management process and hence, an open-door policy should be initiated. Employees who are effectively incorporated in decision-making will rarely resist any proposed changes and will rather view them from a positive perspective. Organizations should find working ways to engage their employees.
Effect on Individual Performance
Continuing education aims to make employees more skilled, knowledgeable, and hence, more productive. However, when employees are not willing to engage in continuing education, they may perform below optimum and thus, lower job satisfaction (Borkowski & Meese, 2021). The move may also increase their satisfaction levels as they will be equipped with new skills which will make them develop new approaches to conducting routine tasks. They will realize more savings on time and resources which will boost their internal motivation to want to perform more. Collaboration between and among employees will increase in the long-term leading to better outcomes for patients due to the constant engagement seen between employees. The employees will be equipped with newer information that will make it easy to perform their tasks at the individual, group, and organizational levels. Higher levels of satisfaction will be realized and that each employee will develop more interest in their work. The organization will gain a competitive edge in the industry that will see more stakeholders pumping more resources.
Motivational Strategy
           Employees who are motivated will always accept changes when they are meant to improve their welfare. The healthcare company may not find it easy implementing a continuous education as part of its proposed changes to raise employee morale and productivity. However, with an effective reward system, they will be motivated to accept the change and work towards its realization. Any form of recognition goes a long way in boosting the morale and motivation levels of individual employees. Recognition should be open, fair, and transparent that aims to reward the achievement of particular objectives within the facility (Strobel et al., 2013). Therefore, when this strategy is in place, any proposed change or changes will be warmly welcomed. It will even motivate the employees to engage in healthy competition knowing that their efforts will be rewarded. The organization will realize that instead of resistance from the employees, they embrace each change that is designed to improve their welfare. Therefore, the facility should design a reward system that encourag