BUS370 Week 3 Assignment

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Fullerton College *

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370

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Jan 9, 2024

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Enhancing Leadership and Team Dynamics at City Center Hospital: An OD Intervention Elena Small BUS370: Organizational Development Debra Culler November 13, 2023

I. Introduction City Center Hospital, located in a mid-sized urban area in Kansas, has embarked on a cultural transformation towards a more profit and patient-centered organizational approach over the past year. The leadership team, comprising the CEO, Director of Nursing (DON), and HR manager, has identified a significant morale issue among the outsourced nursing staff, with nurses hired conditionally and doctors operating as independent contractors on yearly terms. Strained relationships among doctors, unit managers, and nurses challenge the hospital's mission. In response, the leadership trio has called for an Organizational Development (OD) intervention to elevate leadership skills within the unit manager staff and foster a united team approach. The prescribed method is a 1-day workshop, with an expectation of visible improvements within the next 12 months. The primary purpose is to resolve morale issues within the nursing staff, improve dynamics among doctors, unit managers, and nurses, and align with the hospital's cultural shift. II. Type of Change Occurring The change at City Center Hospital involves organizational, cultural, and leadership development. The hospital is shifting its culture towards a more profit and patient-centered approach, necessitating changes in organizational dynamics. Simultaneously, addressing morale issues among nursing staff emphasizes a cultural shift in collaboration between doctors, unit managers, and nurses. Leadership development is crucial to align the leadership team with a common focus and improve overall team dynamics. A. Pre-Intervention Phase: Setting the Foundation for Change 1. Initial Assessment: Understanding the Organizational Landscape  Purpose: Identify challenges and opportunities related to leadership, team dynamics, and organizational culture.

 Methodology: Comprehensive review of existing data, reports, and performance metrics, coupled with interviews with key informants.  Rationale: Establishes a baseline understanding and ensures subsequent interventions are tailored to the hospital's needs. 2. Stakeholder Analysis: Identifying Key Players and Perspectives  Purpose: Understand critical stakeholders' interests, concerns, and expectations.  Methodology: Analyzing perspectives of the CEO, DON, HR manager, unit managers, physicians, and nursing staff.  Rationale: Minimizes resistance during implementation by aligning changes with stakeholder expectations. B. Planning Phase: Designing the Roadmap for Change 1. Diagnostic Process Selection: Aligning Methodology with Organizational Needs  Selection: Mixed-methods approach (quantitative surveys and qualitative interviews/focus groups).  Rationale: Provides a comprehensive understanding, utilizing quantitative data for specific insights and qualitative information for context. 2. Outlining the Intervention Plan: Tailoring Strategies to Address Identified Issues  Focus: Address leadership deficiencies among unit managers and foster a united team approach.  Method: 1-day workshop targeting leadership skills, team unity, and communication.

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 Rationale: A tailored plan directly addresses identified challenges and aligns with the goal of visible improvements. C. Intervention Phase: Implementing Change for Positive Transformation 1. Intervention Type Classification: Focusing on Leadership Development and Team Building  Classification: Leadership Development Intervention with emphasis on Team Building.  Rationale: Acknowledges the interconnectedness of leadership and team dynamics, ensuring a comprehensive approach to organizational challenges. 2. Implementation of the Intervention Type: Workshop Design and Involvement of Key Stakeholders  Design: 1-day workshop with leadership and team-building modules involving physicians, unit managers, and nursing staff.  Communication: Transparent communication, regular updates, and feedback mechanisms.  Rationale: Workshop efficiency, stakeholder involvement, and communication contribute to a successful intervention. IV. Diagnostic Process for the Planning Phase: A. Selection of Diagnostic Process 1. Selection of Diagnostic Process: Mixed-Methods Approach  Methods: Quantitative surveys for numerical data on leadership skills and qualitative interviews/focus groups for nuanced insights.

 Rationale: Comprehensive approach addressing quantitative skill gaps and qualitative aspects of team relationships and cultural issues. 2. B. Rationale for Selection  Rationale: A multifaceted approach yields richer insights, allowing for a more tailored and effective intervention strategy. V. Intervention Type Classification: 1. Classification: Leadership Development with Team Building  Approach: Group-based, focusing on collective improvement.  Rationale: Acknowledges the need for a balanced, comprehensive strategy to address multifaceted issues. VI. Implementation of the Intervention Type: 1. Workshop Design:  Overview: Immersive 1-day workshop with leadership and team-building modules.  Facilitation: Trained facilitators, participatory approach, and incorporation of real- world scenarios.  Feedback: Anonymous surveys and open forums for continuous improvement.  Rationale: Workshop efficiency, stakeholder involvement, and feedback mechanisms contribute to success. 2. Stakeholder Involvement:  Participation: Active involvement of critical stakeholders.

 Leadership Team: Active CEO, DON, and HR manager engagement.  Rationale: Ensures a comprehensive understanding of challenges and demonstrates organizational commitment. 3. Communication Plan:  Pre-Workshop: Clear communication on purpose, objectives, and expected outcomes.  During Workshop: Open communication channels and encouragement of participant collaboration.  Post-Workshop: Communication on next steps and ongoing support.  Rationale: Transparent communication builds trust and ensures participant understanding and commitment. 4. Evaluation and Adjustment:  Immediate Evaluation: Post-workshop evaluations for immediate feedback.  Long-term Evaluation: Longitudinal evaluation over 12 months, monitoring key performance indicators.  Rationale: Continuous evaluation ensures ongoing success and informs adjustments. VII. Action Research Checking Phase: 1. Evaluation Metrics:  Leadership Competency Metrics: Assessments of critical competencies with surveys and performance metrics.

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 Team Dynamics: Monitoring collaboration and understanding among doctors, unit managers, and nurses.  Physician Attrition Rates: Tracking rates to assess the impact of leadership development on retention.  Rationale: Measuring impact on leadership skills, team dynamics, and organizational health. 2. Feedback Mechanisms:  Participant Feedback: Surveys and sessions for insights into the intervention's impact.  Stakeholder Input: Regular check-ins to solicit perspectives on ongoing changes.  Rationale: Gathering diverse perspectives to inform ongoing adjustments. 3. Adjustment and Refinement:  Continuous Improvement: Dynamic framework for ongoing adjustments.  Adaptive Leadership: Encouraging adaptability to emerging challenges.  Rationale: Ensuring the intervention remains responsive to evolving organizational needs. 4. Longitudinal Analysis:  12-Month Impact Assessment: Comprehensive evaluation comparing pre- and post-implementation data.  Organizational Culture: Assessing indicators like morale, job satisfaction, and alignment with values.

 Rationale: Ensures sustained positive change and cultural transformation. 5. Documentation and Reporting:  Regular Reporting: Providing transparent reports to the leadership team.  Documentation of Best Practices: Building a repository to inform future initiatives.  Rationale: Transparent reporting fosters collaboration, and documentation shares insights with the healthcare community. VIII. Conclusion: The proposed OD intervention at City Center Hospital aims to address leadership and team dynamics issues through a targeted workshop for internal managers. The hospital aims to improve leadership skills and team dynamics over the next 12 months by combining a comprehensive diagnostic process with a focused leadership development intervention. Regular monitoring and feedback mechanisms will ensure the success of the intervention and pave the way for a more cohesive and effective healthcare team.

BUS370 Week 3 Assignment

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