Week 4 - Assignment

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Nov 24, 2024

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Week 4 - Assignment Organizational Transformation Plan for a Long-Term Care Facility Introduction In the rapidly evolving landscape of healthcare, the need for organizational transformation has become increasingly imperative, especially in the wake of mounting challenges that impact patient satisfaction and community reputation. As a seasoned upper-level administrator of a long-term care facility, I am acutely aware of the pressing need to address the recent spate of negative reviews from patients and clients, which has tarnished the organization's once-stellar reputation in the community. Issues such as poor service quality, lack of empathy among care providers, and difficulties in accessing timely care have not only affected the well-being of the facility's clientele but have also led to an alarming level of employee burnout due to an overwhelming workload and deficient management practices. Leadership and management: The leadership's role in contributing to the organizational culture is pivotal in shaping the values, beliefs, and behaviors within the long-term care facility. In this scenario, the lack of action by upper leadership to address the known issues has fostered a culture of complacency and neglect within the organization ( Bielić et al., 2020) . This failure to take corrective action has led to a sense of apathy among the staff, ultimately impacting the quality of services provided to patients. The lack of accountability and direction from leadership has also perpetuated an environment where staff members may not feel motivated to provide empathetic and high-quality care ( Bielić et al., 2020) . Semi-controllable forces contributing to the performance issues could include inefficient operational processes, inadequate training programs, and insufficient resources allocated to certain departments ( Lützhöft, 2019) . These factors can directly impact the organization's ability to deliver high-quality care consistently. Non-controllable forces, on the other hand, may involve external factors such as regulatory constraints, budgetary limitations, and economic pressures, which can influence the overall performance of the long-term care facility ( Lützhöft, 2019) . Strategic plan: 1. Enhance Staff Training Programs: By developing comprehensive and continuous training programs, the organization aims to equip its employees with the necessary skills and knowledge to provide empathetic and high- quality care ( Srinivasan et al., 2020) . Projected outcomes include improved staff performance, increased patient satisfaction, and better health outcomes for the residents. Well-trained staff members are more likely to provide
personalized care, leading to enhanced overall patient experiences and higher satisfaction levels. 2. Implement Technology Solutions: Integration of advanced technology solutions will streamline administrative processes and improve patient management, resulting in more efficient service delivery. The projected outcomes include improved operational efficiency, reduced administrative burden on staff, and enhanced communication between staff and patients ( Srinivasan et al., 2020) . Additionally, the implementation of technology will facilitate smoother appointment scheduling, leading to reduced waiting times and increased patient satisfaction. 3. Improve Patient Engagement: Establishing interactive platforms for patient feedback and engagement will empower patients to actively participate in their care plans and provide valuable insights for the organization to improve its services continuously. The projected outcomes include increased patient satisfaction, enhanced trust between patients and staff, and a more patient-centric care approach ( Srinivasan et al., 2020) . Improved patient engagement will also contribute to better health outcomes as patients become more involved in their own care management. Motivation: 1. Incentive Programs: Implementing performance-based incentive programs can motivate employees to adopt new strategies by rewarding them for achieving specific targets and milestones related to the organizational transformation ( Silva et al., 2020) . By offering financial bonuses, recognition, or additional time off, employees are encouraged to actively participate in the change process and strive for excellence in their performance. 2. Skill Development Opportunities: Providing internal skill development programs and training sessions can motivate employees by investing in their professional growth and enhancing their capabilities. By offering opportunities for career advancement, employees are more likely to embrace the new strategies and changes, knowing that their organization values their personal and professional development ( Silva et al., 2020) . 3. Open Communication Channels: Establishing transparent and open communication channels can foster a sense of inclusivity and trust among employees. Encouraging two-way communication, where employees can express their concerns, provide feedback, and actively participate in decision-making processes, can help overcome resistance to change ( Silva et al., 2020) . This approach allows employees to feel heard and valued, thereby increasing their motivation to adapt to the new strategies and changes. Reasons for Choosing the Methods: Incentive programs provide tangible rewards, creating a sense of immediate gratification and recognition for employees' efforts, thereby motivating them to actively participate in the transformation process ( Hang, 2021) . Skill development
opportunities, on the other hand, not only benefit the employees personally but also enhance their professional capabilities, making them more adaptable to changes and willing to learn new strategies. Open communication channels foster a culture of trust and transparency, enabling employees to feel valued and empowered, leading to increased engagement and commitment to the organizational transformation ( Hang, 2021) . Human Resources Management: New Job Title: Director of Transformation and Culture Enhancement Qualifications and Traits: Advanced degree in healthcare administration or related field Extensive experience in managing organizational change and fostering cultural transformation Strong leadership skills with the ability to inspire and motivate teams Exceptional communication and interpersonal skills to effectively engage with employees at all levels Proven track record in developing and implementing successful organizational improvement initiatives Pros and Cons of Hiring: Hiring from within the organization can boost employee morale, as it demonstrates the potential for growth and advancement within the company ( Bilan et al., 2020) . Internal hires are already familiar with the organization's culture, processes, and values, which can expedite the implementation of the transformation plan. However, it may lead to a lack of fresh perspectives and ideas, potentially limiting innovative approaches to change management ( Bilan et al., 2020) . On the other hand, hiring externally brings in new perspectives, innovative ideas, and diverse experiences that can benefit the organization's transformation efforts ( Bilan et al., 2020) . New hires may introduce best practices from other organizations and industries, injecting a fresh energy and perspective into the change process. However, external hires may require more time to familiarize themselves with the organization's culture, processes, and specific challenges, potentially leading to a longer adjustment period ( Bilan et al., 2020) . Cultural Competency: 1. Role of Bias in Care: Bias in care can significantly impact survey results as it can lead to disparities in treatment, communication, and overall patient experiences. Biases, whether conscious or unconscious, can affect the quality of care provided, leading to negative perceptions among patients and clients ( Shepherd et al., 2019) . This can result in lower patient satisfaction,
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reduced trust in the organization, and ultimately, a damaged community reputation. 2. Value of Having a Culturally Diverse Staff: A culturally diverse staff brings a range of perspectives, experiences, and language abilities that can facilitate better understanding and communication with patients from various cultural backgrounds. Having a diverse staff can help bridge cultural gaps, improve patient-provider relationships, and ensure that care is delivered with sensitivity and respect for different cultural norms and practices ( Shepherd et al., 2019) . This fosters a more inclusive and welcoming environment for patients from diverse backgrounds, ultimately enhancing the overall quality of care. 3. Communication Barriers in a Culturally Diverse Staff: Language differences, varying communication styles, and cultural nuances can create communication barriers within a culturally diverse staff. Misinterpretations, misunderstandings, and lack of cultural awareness can hinder effective communication, leading to errors in patient care and misunderstandings among team members ( Shepherd et al., 2019) . Methods to Overcome Communication Barriers: Cultural Sensitivity Training: Implementing comprehensive cultural sensitivity training programs for staff can help raise awareness about diverse cultural practices, communication styles, and potential biases ( Stubbe, 2020) . This training can enhance staff members' understanding of different cultural norms and enable them to adapt their communication and care approaches accordingly. Language Access Services: Providing language access services such as interpreter services, multilingual staff, and translated materials can help overcome language barriers within a culturally diverse staff ( Stubbe, 2020) . By ensuring effective communication between staff and patients, language access services can promote clearer understanding, facilitate better patient engagement, and improve overall patient experiences. Strategic Alliances: 1. Mental Health Clinics: Partnering with local mental health clinics can provide additional support for patients dealing with psychological and emotional challenges. By collaborating with these clinics, the long-term care facility can ensure holistic care for its residents, addressing both their physical and mental health needs ( Taylor, Fitzsimmons ‐ Craft & Graham, 2020) . The services offered may include counseling, therapy sessions, and mental health assessments, which can complement the long-term care facility's efforts in providing comprehensive and integrated healthcare services. 2. Technology Companies: Forming strategic alliances with technology companies can help the long-term care facility modernize its administrative processes and enhance its technological infrastructure. By leveraging
advanced technology solutions, the organization can streamline its operations, improve data management, and enhance communication channels, thereby facilitating efficient service delivery and ensuring a seamless patient experience ( Taylor, Fitzsimmons ‐ Craft & Graham, 2020) . Technology companies can offer innovative solutions such as integrated electronic health record systems, patient management platforms, and telehealth services, which can support the organization's transition towards more efficient and patient-centric care delivery. Community Reputation: The proposed changes will have a positive impact on the organization's reputation in the community. By addressing the key issues identified in the surveys, such as poor service quality, lack of empathy, and difficulties in accessing care, the long- term care facility can rebuild trust within the community ( Chowdhury, Sunna & Ahmed, 2021) . Through the implementation of improved training programs, enhanced communication strategies, and strategic partnerships, the organization will demonstrate its commitment to providing high-quality, culturally sensitive care. As patient satisfaction and health outcomes improve, the facility's reputation will be positively reinforced, fostering a strong sense of trust and credibility within the community ( Chowdhury, Sunna & Ahmed, 2021) . This will position the organization as a reliable and compassionate healthcare provider, thereby enhancing its overall standing and influence within the community.
References Bielić, T., Čulin, J., Poljak, I., & Orović, J. (2020). Causes of and preventive measures for complacency as viewed by officers in charge of the engineering watch. Journal of Marine Science and Engineering , 8 (7), 517. Bilan, Y., Mishchuk, H., Roshchyk, I., & Joshi, O. (2020). Hiring and retaining skilled employees in SMEs: problems in human resource practices and links with organizational success. Business: Theory and Practice , 21 (2), 780-791. Chowdhury, S. R., Sunna, T. C., & Ahmed, S. (2021). Telemedicine is an important aspect of healthcare services amid COVID ‐ 19 outbreak: Its barriers in Bangladesh and strategies to overcome. The International journal of health planning and management , 36 (1), 4-12. Hang, N. T. (2021). Educating and training labor force under Covid 19: Impacts to meet market demand in Vietnam during globalization and integration era. JETT , 12 (1), 179-184. Lützhöft, M. H. (2019). Proceedings of Ergoship 2019. Shepherd, S. M., Willis-Esqueda, C., Newton, D., Sivasubramaniam, D., & Paradies, Y. (2019). The challenge of cultural competence in the workplace: perspectives of healthcare providers. BMC Health Services Research , 19 (1), 1-11. Silva, J., Wiese, I., German, D. M., Treude, C., Gerosa, M. A., & Steinmacher, I. (2020, November). A theory of the engagement in open source projects via summer of code programs. In Proceedings of the 28th ACM Joint Meeting on European Software Engineering Conference and Symposium on the Foundations of Software Engineering (pp. 421-431). Srinivasan, M., Phadke, A. J., Zulman, D., Israni, S. T., Madill, E. S., Savage, T. R., ... & Sharp, C. (2020). Enhancing patient engagement during virtual care: a conceptual model and rapid implementation at an academic medical center. NEJM Catalyst Innovations in Care Delivery , 1 (4). Stubbe, D. E. (2020). Practicing cultural competence and cultural humility in the care of diverse patients. Focus , 18 (1), 49-51. Taylor, C. B., Fitzsimmons ‐ Craft, E. E., & Graham, A. K. (2020). Digital technology can revolutionize mental health services delivery: The COVID ‐ 19 crisis as a catalyst for change. International Journal of Eating Disorders , 53 (7), 1155-1157.
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