Implementing Change healthcare


 A manager can be defined as someone who is in charge of expenditure and use of resources in an organization. He or she is responsible of the whole department or organization. An organization will always face challenges that will force it to change some of its organizational culture to enable it to meet the needs of its customers. An organization can face economic, political, social and technological changes and for it to be competitive it must adhere to the changes very quickly and accurately. It is important to understand the manager’s roles and responsibilities in implementing change within the organization. Mangers carry the responsibility of ensuring that changes are accepted by the staff and they are implemented successfully. The healthcare unit faces a lot of demand for change so as to enable better service provision for the people (Robinson, 2007, pp.65-90).

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Manager’s role and responsibility in implementing change

It should be understood that change in an organization is not an easy process. It often meets challenges such as staff and customer refusal to adhere to the changes made. Managers in the healthcare sector have a challenge of implementing changes such as having the right number of staff, qualified staff members, training staff members, introducing performance management strategies and implementing new technology and ways to handle its customers. The aim of such changes is making the system orderly and easier in handling patients (Hosie, 2006, p.10).

First of all, a manger must have the knowledge of where change is necessary. For instance, if it is the number of staff in the organization, he or she is expected to have an idea of how many staff members need to work in every shift to avoid over or under working. More so, introducing or removal of members means that tasks within the nursing sector for example have to be redefined. The manger is supposed to clarify how the tasks can be relocated.  Secondly, the manager has the responsibility of knowing what will be the cost of implementing that change. Change is costly and it needs to go hand in hand with what the hospital can afford to avoid unnecessary debt. The manager is expected to negotiate for the change to be part of the budget. Third, it is important for a manger to be innovative in coming up with ways to fund the change. For example, in making medicine cheaper and affordable for patients, he or she can encourage fund rising. It is essential for a manager to know the needs of his or her workers before implementing any change. This will help the manger to know how the changes are going to meet their needs to avoid staff complaints and high turnover (Hosie, 2006, p.10).

 How a manager should successfully handle staff resistance to change

While trying to implement change, a manger is most likely to face resistance from its staff. It is essential to understand the reasons as to why the doctors and nurses will refuse to adhere to the changes. If they do not understand the change then it is up to the manager to explain it to them. They generally have the fear of the unknown and removing it can be through advising them. It is important to explain to them the importance of implementing the change and how it will benefit not only the hospital but them too.

 It is important for the manager to understand that the employees will refuse to engage in the change process because they have other responsibilities and they fear that they will not be met if they adhere to the changes. It is only through early communication of the change that will help the employees to be able to know how their lives will change and how they need to adjust. For example, increasing a nurse in a medical team will mean that roles have to change, before the change is made, the manager is expected to have communicated with the nurses and ensure that they know what roles they need to assume once the new member arrives.

Changes can require new skills which will threaten the existence of the employees who do not have the skills. There have been constant changes in the technology of medicine and it means that the management has to adopt the changes to meet the world healthcare standards. This will always threaten the medicine practitioners who do not have the technological know how. The manager is expected to arrange for training sessions for the employees. If that is not possible, he needs to give the employees the chance to go for medical courses that will increase their knowledge of the different medical technology.

Another challenge a manger is likely to face is that the employees do not understand the reason for change and they do not see its importance. It is necessary for a manager to go ahead and intensively explain why the change was considered in the first place and the benefits to of it to the organization and the employees.  All this sums up to communication. There needs to be effective communication between the employees and the management to avoid misunderstandings and conflicts that come due to making changes in the healthcare (Hoag, 2006, p.50).

Step of the change process

There are particular steps that the management is expected to follow to effectively initiate change in the organization; assessment, planning, implementation, and evaluation.


Planning requires the management to come up with strategic ways in which the change process will be implemented. It involves knowing the cost, what needs to be changed and how can it be changed. During the planning process, the management is expected to know where they will get the funds to implement the change. They also need to state clearly, the goals they are to achieve and when they are expected to achieve them (Sparrow, 2006, pp.189-266).


Implementing the change process is not an easy task. It requires looking for the funds and putting them in to use. In this process, the management faces a lot of challenges as discussed before in the paper. The various ways to meet the challenges is by gaining support from the staff through effective communication (Sparrow, 2006, pp.189-266).


Assessment involves looking at whether the plan is being followed and if the goals that were set are being achieved. It involves checking if funds are being utilized properly. For example, if it is meant to buy an x-ray machines, then the funds should be used to buy the quality and quantity of the machines needed. The management is expected to check whether it is meeting the target it set on the number of patients it expected to get by buying the machines (Sparrow, 2006, pp.189-266).


This process involves knowing whether the implementation of the change has actually led to the expected goals. A difference is supposed to be noted by an increase in the number of patients, better and faster provision of medical services, high staff commitment and increased staff knowledge of the change. During evaluation, the manager is expected to know what he or she is expected to evaluate, who are to be evaluated and how the evaluation will be undertaken. The evaluation process can be through questionnaires that can be given to both the patients and the staff. There target should be for the knowledge of the management to know where they have succeeded and where they have failed. It will also give a mandate to where and how changes are to be made (Sparrow, 2006, pp.189-266).


Hoag, B., 2006. Managing Value Based Organizations; It’s Not What You Think.p.50.

Hosie, P., 2006. Happy-performing Managers; The Impact of Affective Well-Being and Intrinsic Job satisfaction in the Workplace.p.10.

Sparrow, P., 2006. International management- some key challenges for industrial and organizational psychology-International Review of Industrial and Organizational Psychology.pp.189-266.

Robinson, M., 2007. Forecasting future competency requirements- a three phase methodology- Personnel Review.pp.65-90.


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