Leading strategic change in health and social care (Term Paper Sample)

<University> Pedophilia: Leading strategic change in health and social care by <Your Name> <Date> <Lecturer's Name and Course Number> Leading strategic change in health and social care The defining factor of an effective senior manager is the ability to lead and manage sustainable strategic change in the unbalanced and random conditions the health and social organizations operating in today. As a manager in order to be able to lead strategic change in the health and social care, you need to understand and systematically analyze the context of change (Academy 2014). Identifying the context of change will enable the health managers to be aware of the range of things they should take into account. Some of the context of change they should take into consideration include the political, social, technical, economic organizational and also the professional environment of the health and social care workers who they are working for them. They also need to put into consideration and be able to understand and interpret the relevance of legislation and accountability of the frameworks they intend to put in place (Academy 2014). A good manager should also be able to prepare and also anticipate for the future by scanning for ideas, best practices and also the emerging trends that will impact on the health outcomes. In order for the manager to be able to make strategic changes in the health and social care, they should be able to develop and communication aspirations with their social workers in order to be able to view how receptive they shall be to the changes (Academy 2014). The other thing that they need to put into consideration is they should be able to investigate the triggers to change in the health and social care. Some of the triggers to change in the health care include demographic changes which can be defined as the changes in the population structure of the people (Maccoby 2013). There can either be an increase in old people which can trigger changes in the healthcare and also social services. Other triggers include certain factors such as in order to improve the day to day efficiency in order to be able to sustain and promote the cultural standards within the health and social care facility (Maccoby 2013). Some of the types of strategic and operational changes that can be incorporated include changing of the professional roles in the health and social care facilities. This will not only have the effect of improving the patient's outcome and experience but also make most use of the skills of the professionals in social and health care facility (Maccoby 2013). Another strategic operation change is tightening the eligibility of the criteria by social authorities which results to an increase in the unmet needs. Reforming the funding of long term care will have the effect of establishing a new settlement between the state and the individuals. The manager has several roles in leading organizational change in healthcare and also in social care. For instance, the manager should ensure that the change in the healthcare is obligated to acquiring and maintaining the expertise needs to undertake their professional tasks and those they are only obligated to undertake the tasks under which they are competent in (Al-Abri 2007). The manager should also ensure that he is able to handle the complexity of the change process that is being experienced in the organization by being able to evaluate, plan and implement he operations, tactics not forgetting the strategies in order to ensure that the change they are making is relevant and worthwhile (Al-Abri 2007). In order for the manager to be able to manage and handle the change process effectively, he must incorporate several change management theories and models. The most appropriate change management models to be utilized by the manager are the Lewin's change management model, McKinsey 7-S Model and the Kotter's 8 Step change model (Tiffany and Lutjens 1997). The Lewins change management model will offer the manager with three stages of change which are the unfreeze stage, transition stage and the refreeze stage. Thus model will provide a long but easy way to execute the change process no matter how complex it may seem. The McKinsey 7-S model will offer the manager with a holistic approach giving him with seven factors to consider while implementing the change. These are, the manager should be able to identify the following crucial factors present in the organization which are the shared values, the strategy, the structure of the organization, the systems present in the organization, the styles, the staff and finally the skills possessed by the staff (Tiffany and Lutjens 1997). This method will offer an effective method of diagnosing and also understanding the organization and also will provide guidance all through the organization's change process. The final model is the Kotter's step change model which will make the change process to appear as a campaign whereby the leaders will convince the employees of the urgency of the need to perform change in an organization. This shall be made so by provision of eight steps which should be followed by the manager during the change process. This model is the best because it simplifies the change process into a stepwise process and also transition is made easier by the use of this model (Tiffany and Lutjens 1997). During the changing process, there shall be resistance to change from either the healthcare and social care employees or even from outside the health and social care facilities. There can exist opposition of the ideas for several reasons which include disagreements and confusions over the key information of the idea. This can be from the employees who may be experiencing lack of information leading to disagreeing with the idea itself. This kind of resistance can also be caused by a mere confusion apart from lack of exposure (Balogun 2014). Another reason to resistance to change can be as a result of psychological and emotional reaction to change. This entails people's response to the proposed change and is often based on fear of losing face, friends the control they had over their jobs and so on. Another reason for the resistance to change can be based on the fact that the people are not resisting the idea of change, in fact they like it, and they are just resisting you, the proposer of the change. This can be caused by their historical experience with you and as a result they may resist you or the people you represent (Balogun 2014). In order for the manager to be able to deal with the resistance to change, he can incorporate several measures in order to limit and overcome the resistance to change. The manager should ensure that he has given the people more information and convincing arguments and also detailed fact about the change he intends to bring into the organization (Balogun 2014). In order to do this he must ensure that he is influential by having clearly set specific outcomes and their expected outcomes. This can be best done by performing presentations and also sessions involving questions and answers. Another way to deal with resistance is by the manager discussing and fully exploring the idea of change with the staff. At this point, the manager should ensure that he is able to listen and also perform meaningful dialogues with all the involved stakeholders who incorporate the employees and the workers in healthcare and social care. the manager can also ensure that he starts to build or rather rebuild relationships with the employees before introducing the idea of change. This will help him regain trust from the employees which will help in the implementation of the idea of change. The change management strategies must also incorporate several ways of building good connections with the employees as you plan and implement the idea (Balogun 2014). Performing change in healthcare and social care can have several impacts on the culture of the organization. For instance an organization can be having a perfect strategic plan but the culture can hinder the implementation of such strategic plan. This therefore implies that in order for an organization to be able to perform certain change, the management of the organization must be able to consider the culture of the organization (Eden, 2003). This is because culture is the one that dictates the performance of the organization and also it tells more about a certain organization because it holds the beliefs and values that shape the behavior and also that dictate how things are done. The stakeholders of an organization also play an important role to the change of an organization. This is because the stakeholders are the key features in the management of the organization and they should therefore be considered before implementing change in an organization because they dictate the marketing, branding and also corporate social responsibility. The stakeholders should be able to realize the benefits of certain changes being incorporated in the organization in order for them to be able to initiate it (Pennington 2003). In order to ensure professional staff is committed to the strategic change, the manager should be able to incorporate several measures which would motivate them. An example is whereby the manager can establish preconditions for the change whereby formal and informal strategies can be developed to harness the individuals to change. This will also have the effect of reducing resistance from the workers through informal discussions and dialogues. There are several techniqu...