Planned Change in Record Management

PLANNED CHANGE 1

Institution Affiliation:

Planned change in record management

Organizational change has been described by many authors as one ofthe determining factors of success for all businesses. In the modernfast-moving organizational environment, all organizations arecompelled to keep up with the development pace in order to be part ofthe stiff competition. Therefore, change should be embraced as ithelps the organizations not to lose their competitive edge, or comeshort of expectations. Change is applied in a number of elements,such as technology, status quo and growth opportunity. Additionally,it is therefore important for organizations to have their competentleadership characterized by individuals who motivate the attitude ofchange in the organization (Bevan, 2010). This paper looks at plannedchange in the operations management unit of a hospital.

Problemidentification

Many tasks in the operations department of hospitals are stillmanual. For instance, the nurses manually take notes about thepatient, such as their medical history, medication and nursingprograms. This paper-based approach has proven over time to beinefficient, and lowers the general quality of service that isoffered at hospitals. Some of the inefficiencies attributed to thisare erroneous calculations, unclear handwriting, rubbing omissionsand faulty writings. This may lead to issues in patient safety due tolack of proper coordination between the nurses and doctors. Not onlyto the patient, conventional paperwork, can go to great lengths indemeaning the integrity of the hospital as the papers easily getdamaged or misplaced. As such, there is need to have a plan to changethe nature of operations from the manual note-taking and paper work,so as to help increase safety standards for the patients, improve theintegrity of operations, the effectiveness and efficiency of thewhole operations department.

Marquiz &amp Huston (2012) speak about the nature of communicationin nursing. In communication, they say that a number of elements comeinto play, such as te organizational cultue, interpersonal and groupcommunication. As such, in promoting best practice, ther is need tosmoothen out all communication channels and tools in the hospital.This covers the scope of the way in which notes about the patientsare taken and how they are passed on to the rponsible personel. Ifthere is a weak link in the communication chain, for instance, faultyinformation and erroneous records, the communication chain will bebroke. This will in turn have a negative impact on the quality ofservice delivered, given that coordination is not guaranteed by theweak communication practice. As such, the problem identified thatneeds plan change is manual record taking.

How change aligns with mission, vision and values/professionalstandards

Using Information Technology is one of the best solutions for issuesattributed to manual operations. Technology has generallyrevolutionized the operations of all organizational departments byincreasing their effectiveness and efficiency. While they providemore advanced options to various tasks, their integrity has beenproven to be of high standards, and their usability approved by theprofessionals. Computer based record taking by the nurses would helpreduce the risk posed to patients by use of manual note-taking, andimprove the quality of services offered by the hospitals. By usinginformation technology to manage records, the nurses not only do awaywith errors attributed to conventional paper work, but also save timeand lives.

This change aligns to the hospital’s emphasis on delivering highquality services to the clients. According to Schifalacqua, Costello&amp Denman (2009a) Schifalacqua, Costello &amp Denman (2009b),regardless the size of the organization, successful service deliveryis dependent on quality, which is addressed by a number of theories.Implementation of the plan will therefore help the nurses and doctorswork in line with the hospital’s mission and vision by offeringservices that are free of error, and that are of high quality andintegrity.

Changemodel to guide implementation

The change model followed is the Kurt Lewin’s three step changemodel. According to this model, the main stagiest are unfreezing,transition and freezing (Burnes &amp Cooke, 2013). Below is thesummarization of these processes.

  1. Unfreezing- doing away with the organizational elements that are against change and development. This is done by identifying the problem (manual paper taking in this case), analyzing it and seeking for solutions.

  2. Transition – engaging the stakeholders in attitude development and procedural change to adopt new direction in operation.

  3. Freezing – Final stage, in which the initially identified shortcomings are eliminated. In this case, manual paper work is done away with, and technology is embraced to improve healthcare quality.

Accordingto Adams &amp Anantatmula (2010) Gilley et al (2010), effectiveimplementation of group change takes the collaborative effort of allmembers of the team.

Stepsto be followed

There are a number of steps that are involved in achieving change asa team in the organization. Accordingly, certain elements are to betaken into consideration, as outlined by Mind Tools (2012). These arecontext, mission and objectives, and resources. Given that theplanned change is set to influence the operations of the entirehospital, that it, improve the quality of service and healthcare, thenurses and other personnel will be introduced to the context of theplanned change. As such, they are to be briefed of the problem beingaddressed, the expected results and importance of the planned change.At the same time, while implementing the planned change, theauthorities and other personnel have to be guided by the hospital’smission and vision. In this case, the hospital’s mission is toimprove healthcare quality, and the relevant approach is effectiverecord management. As such, SMART (Specific, Measurable, Attainable,Relevant and Time-bound) framework will be used to ensure that theobjectives of the planned change are measured (Mind Tools, 2012).Finally, given the technical nature of the planned change, resourceprovision will be of priority. While at it, the management lists atheresources needed to accomplish the goal, a task that will entailbudgeting, contracting and training of the personnel.

The table below summarizes the steps to be followed to achieve theplanned change.

Schedule

Initial phase

intermediate phase

Final phase

Task

Analysis of business environment to justify implementation of change.

Outlining of vision for planned change

Actual implementation

Initiating of strategy and revision of policies

Identifying challenges and solutions

Evaluation of solution

Outsourcing of logistics

Training of personnel

Recommendations for adjustments, if necessary

Pretesting of reliability and validity

People to be involved

All medical personnel, including the practitioners on training willbe involved. This is because the change of this magnitude takes thecollaborative effort of all those involved in the general healthcaredelivery team. Most importantly, Bevan (2010) says that themanagement is the plays a great role in achieving effective,efficient and sustainable growth in an organization.

References

Adams, S. L., &amp Anantatmula, V. (2010). Social and behavioralinfluences on team process. Project Management Journal, 41(4), 89–98.

Bevan, H. (2010). How can we build skills to transform the healthcaresystem? Journal of Research in Nursing, 15(2), 139–148.&nbsp

Gilley, J. W., Morris, M. L.,Waite, A. M., Coates, T., &amp Veliquette, A. (2010). Integratedtheoretical model for building effective teams. Advances inDeveloping Human Resources, 12(1), 7–28.&nbsp

Marquis, B. L., &amp Huston, C. J.(2012). Leadership roles and management functions in nursing: Theoryand application (7th ed.). Philadelphia, PA: Lippincott, Williams &ampWilkins.

Mind Tools. (2009). Team charters.Retrieved from&nbsphttp://www.mindtools.com/pages/article/newTMM_95.htm

Schifalacqua, M., Costello, C., &ampDenman, W. (2009a). Roadmap for planned change, part 1: Changeleadership and project management. Nurse Leader, 7(2), 26–29.