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Change in any department or unit of a company makes the organizational processes fluctuated in different directions. This abidance and alignment to the changes in healthcare sector and related organizations with various commercial and social needs are necessary steps of the healthcare company to satisfy the needs of patients in cure and health improvement.
Planning changes represents a powerful toolset for the renewal of the department and the increase of its sustainability and competitiveness. These outcomes have a separate meaning for the organization if the department is engaged in specialized activity, like in healthcare. Change planning greatly facilitates the management of a renal unit as a structural department of a healthcare organization. Planned change increases the unit’s flexibility and adaptability to the rapid continuous external influences.
Healthcare industry is exposed to the external changes that immediately affect the quality and order of medical procedures and treatment. The structure of a healthcare organization may differ from that of other organizations due to the distinguished ability to respond to both external and internal influences. The renal unit should be guided by its management to develop change model and implement an appropriate sustainable strategy according to the relevant professional healthcare standards. Change should involve the responsible and skilled executors. Any changes in the renal unit should be forecasted and managed through the special sequence of properly developed steps.
The renal unit of the healthcare organization uses the equipment of poor efficiency for the medical procedures including renal dialysis. Available equipment has been identified as dysfunctional in supporting diverse needs of the patients with renal dysfunction and failure (Fliser & Kielstein, 2006). Apart from technical and functional limitations, the equipment is totally depreciated compared to the technical innovations on the market of medical technology. This requires the change in recourse management and facilities of the unit to ensure that its main medical mission is successfully fulfilled.
A variety of renal diseases and their modifications taking into account the different physical characteristics of the patients and their level of perception confront a number of modern service requirements to the renal unit. Equipment of the unit should enhance the improvement of the well-being and healing.
The needed changes for the unit include material and technical equipment and continuous monitoring of the physical and moral operability. This change requires the detailed and specialized managerial efforts. Purchase of the new equipment to diagnosis, support, and cure the patients with renal dysfunctions refers to the logistics of the healthcare organization. The financial aspects of such extension of fixed capital and modernization of healthcare facility are the responsibilities of top management. Approval of this project by the managers and supervisors of the organization has an absolute rationale and consequent socioeconomic effects.
Continuous monitoring of the expected and bound change relies on the inclusion of the unit in the overall management of the entire healthcare organization and monitoring of particular innovation of renal equipment. Marketing activity of the organization and the related competence of the unit’s staff should be ensured and supplemented by appropriate updates in the medical equipment sphere and/or technical spare parts. Comparative flexibility and functional universality of renal equipment serve as the peculiarities of change management either in renal unit or parent healthcare organization (Paton & McCalman, 2008).
Alignment of the Change
The change (modernization and monitoring) in the functioning of renal unit should be aligned to the organization’s mission, vision, and values as well as relevant professional standards. If the mission of the healthcare organization is associated with the excellent delivery of highly qualitative healthcare services, then the change in the renal unit should respond to this mission. Healthcare managers and physicians should recognize the mission of their medical establishment as the criterion for purchasing equipment or renewing the facility and thus ensuring its long-term exploitation for the patients with renal dysfunctions.
Vision and values of the healthcare organization should consider the selection of appropriate equipment according to market offerings, the place of the healthcare organization in service market, and financial opportunities of the unit or the entire organization. If it strives to enhance the position as the leading provider of qualitative medical services, then the change will be a following goal. Respect, compassion, integrity, innovation, and collaboration will be the drivers of managerial decisions to implement this change in the renal unit. Professional standards require quality equipment to provide effective healthcare services. Therefore, this indicates that medical procedures and exploited facilities should respond to legal requirements in healthcare (Mitchell, 2013). They will influence the peculiarities of managerial decisions regarding the change in the renal unit.
The change planning should be developed according to the model proposed by K. Lewin considering change management (Shirey, 2013). This model has certain advantages and benefits in contrast to other modeling tools in change management. It is a simple, logical, and descriptive sequence of actions that is characterized by its wide application in any industry irrespective the specificity of the implemented change.
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This model of change management is chosen due to its applicability and accurate match to the mission and processual peculiarities of the unit and the complex connection with the main healthcare organization. As material, informational, and financial flows between them are complicated and tightly interdependent, this model enables the coordinators of the change project to act carefully and accurately according to the order inherent to healthcare processes.
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