The New York Presbyterian Hospital is a university non-profit hospital located in the New York City, and it is allied with two Ivy League medical schools which are Weill Cornell Medical College and Columbia University colleges of surgeons and physicians. The hospital comprises of two medical centers which are the Columbia medical center and well Cornell medical center. During 2016, New York Presbyterian Hospital was ranked position six in the United States of America and position one in the New York City metropolitan area as indicated by the united states news and world report. The hospital comprise has a total of 2478 beds and is among the largest hospitals in the United States. New York Presbyterian Hospital is the largest private employer in the New York City and among the busiest hospitals in the world. New York Presbyterian Hospital does better in the safety of the patient as it demonstrates commitment to reducing the medical mistakes and accidents. The surgical facility ward has 110409 in the most recent admissions reported. Moreover, New York Presbyterian Hospital carried out 31612 surgeries to outpatients and 78190 inpatient surgeries. The number of visits to the emergency room was 275,592. The hospital is also used for teaching medical students from the two medical colleges affiliated with the facility (McPherson & Pincus, 2016). The hospital is also accredited by the Accreditation Commission of rehabilitation facilities. The mission of New York-Presbyterian is committed to providing one standard of care to all patients through a range of programs and services to local, regional, national and international communities. While the Vision is to maintain our position among the top academic medical centers in the nation in clinical and service excellence, patient safety, research, and education.
On 21st October 2015, New York Presbyterian Hospital made an announcement on several changes in the organization that is geared towards attaining its mission of becoming the integrated academic healthcare enterprise in the United States of America. The proposed changes is an indicator of the New York Presbyterian Hospital rapid expansion and growth. Since the mission of the New York Presbyterian Hospital has been to provide the highest quality, most considerate care to the patients and families in the whole country, the proposed transformation will make sure that New York Presbyterian Hospital will persist to be a leader in the setting of health care that is increasingly getting complex and dynamic.
Alongside the medical school partners, Columbia University College of physician and surgeons and Weill Cornell Medicine, New York Presbyterian Hospital is developing the main areas. In this case, the organization has an intensive connection of high profile hospitals in the region and come up with very specific models that are patient-centered on offering treatment to the diverse population in the region that seeks medical attention from the facility. The four major divisions define some of the key changes that are aimed at supporting the ongoing growth in the hospital;
New York Presbyterian Hospital this is an academic medical center of the New York Presbyterian Hospital’s enterprise. The united states world report ranked the hospital as number one hospital in the new york city. The New York Presbyterian Hospital consist of 6 campuses which help accommodate a large number of students from different parts of the world.
New York Presbyterian Hospital regional hospital network which was formerly known as New York Presbyterian Healthcare system consist of the local hospitals that have got the closer association with the New York Presbyterian Hospital in the past few years. They include the New York Presbyterian Hospital Lawrence Hospital, Hudson Valley Hospital and Queens. Furthermore, other hospitals who might forge a closer relationship with the New York Presbyterian Hospital may also join the hospital network. Nursing homes, acute care hospital, and specialty institutions are also among the affiliates of the New York Presbyterian Hospital and are managed under the network of regional hospitals.
New York Presbyterian Hospital physician services
This branch is vested with the responsibility of expanding and broadening of the healthcare delivery. The entity is organized by the venture of the doctors. At the hub of this effort are the freshly established New York Presbyterian Hospital medical groups in Queens, Westchester, and Hudson. The medical groups in this case will have a particular concentration on the primary care and will join hands in work with the New York Presbyterian faculty organization of physicians., Columbia doctors and Weill Cornel physician (Persky et al., 2008). However, New York Presbyterian Hospital intends to roll out physician network that is independent for the physician who is not employed, but they are privileged at hospitals within the network of New York Presbyterian.
New York Presbyterian Hospital population and community health. New York Presbyterian Hospital is bringing the community and population health under one division since the increasingly changing healthcare landscapes needs such interventions. The division consists of ambulatory care of the institution network operations and sites, community initiative and programs, management of New York quality care and medical delivery system reform incentive programs and the accountable care organization which was initiated this year by Weill Cornell, New York Presbyterian, and Columbia.
What is driving the change to take place
Changes in the New York Presbyterian are geared towards attaining its mission of becoming the integrated academic healthcare enterprise in the United States of America. Some of the driving forces include the need for the hospital to bringing the community and population health under one division since the increasingly changing healthcare landscape needs such interventions to help in the management of the chronic health conditions and also expanding and broadening of the healthcare delivery. However, these changes are to encourage closer relationship among the healthcare facilities as hospitals that might forge a closer relationship with the New York Presbyterian Hospital may also join the hospital network. Nevertheless, the changes were to ensure that there is specialization among the hospitals such as nursing homes, acute care hospitals, and specialty institutions which could offer specialized services to the patients at a low cost possible. Finally, the changes were geared prompted by the increasing number of the students joining the university and the partner college hence the establishment of another six campuses would ensure that a large number of students are accommodated with the available resources to ensure high-quality training.
Parameters of the change, and the resistance or conflict you might expect and why
The anticipated change will be measured by used of the patient satisfaction on health care delivery within the organization. This can be through the use of the available data in the facility relating to the successful surgeries before and after the implementation of the proposed change, the number of deaths and the attainment of the organization objectives. Some of the resistance that will be faced during the implementation of the change include the legal requirements that are required to make changes in an organization from the previous activities that were regsteedred with. This may bring the conflict of interest especially with the profit-oriented hospitals in the region who will find the actions of facility disastrous since they reduce their profits margins by attending on the prospect clients at low prices.
Change management theories and models
The model that will be used in the proposed change is the Lewin's change management model. The model applies to the anticipated change of the New York Presbyterian Hospital as it involves three stages necessary to bring appropriate change to the organization. Some of the stages that the model has included the unbreeze, change, and refreeze. The reason for choosing to use the model is that it tries to explore the reasons for the change to take place as this will trigger motivation to pursue the course of action that is necessary. Since New York Presbyterian Hospital has some driving forces for the change, these are the things that will guide them to pursue the proposed changes.
Apply systems thinking to address the impact of the change throughout the organization
During the unfreeze stage, the organization is getting prepared to accept that the change is needed which entails breaking down the available status quo before creating a new operating way. At this point, it attempts to show the organization that the present way of doing things cannot continue. Change is what will follow after unfreezing. This is, however, a person start to resolve their uncertainty and find new methods to carry on with the operations. In this case, they start to act and support the direction taken. Finally, refreeze will take the stage where the organization has embraced the new ways of doing things. The organization can thus develop new organization chart or restructure the job description. All these steps can be applied to bring change at New York Presbyterian Hospital.
Strategies and innovations that could impact the organizational change
Employment for the diverse employees. Diverse employees from different cultures and backgrounds have varied skills which when incorporated in the management of the organization would bring real change since the patients will have the healthcare services tailored to meet their needs.
Embracing the use of technology. Technology ensures faster and accurate service delivery. These records will be important in determining the impact of the change during the assessment.
The role that communication will play in my plan
Communication is an essential element of change. It will help in communicating the needed to change to the employees from the top management level which is vested with the responsibility of making decisions. Communication can be used to hand concerns in an organization where the aggrieved parties present their grievances to the relevant parties where they will communicate feedback accordingly. This will help to solve some issues that could have become a setback to the running of the organization.
Strategies to motivate stakeholders to embrace the change
Some of the best strategies to motivate stakeholders to embrace the anticipated change in the organization are by use of liaison and an advocate making sure that communication is consistent (Neu et al., 2009). In this case, liaison and advocates are those close friends of the stakeholders who can motivate them to adopt the communicated change. The communication of the change should, therefore, be formal to the groups and consistency of communication should be upheld to avoid divulgence of information. Some of the targeted group includes the investors, patients, suppliers and interest groups.
Training and support required for the successful implementation of the organizational change.
The training support that is needed to implement a successful organization change is the having a trainer to train all the organization change on the variation that will take place as a result of the organization change. In this case, new skills regarding the new change will be communicated to the employees including their benefits so that they feel motivated and support the change (Zandieh et al., 2008). The new employees into the organization will also be given orientation on the expectations of the organization under the new system of organization.
Strategies for sustaining an organizational change
Provide support for the change. In this case permit employees to raise their concerns and communicate with those that have gone through the changes.
Come up with opportunities for meaningful and smaller change. Make sure that the first efforts are geared towards areas where the payoff is probably high. This will help in winning friends and reduce resistance.
Communicate the need for the change. The management must ensure that they communicate the needs for the anticipated change to the stakeholders. In this case, the management should tell them what they are going to benefit from the change so as to motivate them to embrace the change.
How stakeholders are involved in and held accountable for the organizational change
Stakeholders are responsible for the change due to the following reasons. They are sponsors of the change that is anticipated in the organization. Thye also takes part in the running of the organization which includes implementation of the change. Any undesirables resulting in the involvement of the stakeholder in the running of the business will be held accountable. Therefore, the responsibility for ensuring successful implementation of the management change relies upon the stakeholders.
Ways to measure the success of the organizational change and when a transformational change has occurred
The success of the organization management change can be measured by making a comparison of the business processes to the other businesses in the same industry. Also, the firm practices can be measured by comparing the practices of the business with those that are best known in the market. This will help to determine if the firm is making progress regarding the anticipated management change that is aimed at refining the quality of service to the stakeholders. Furthermore, the success of the business transformation can be measured by comparing the change in performance before the introduction of the change and the after the change, the variation will be treated as the impact of the transformational change.
McPherson, R. A., & Pincus, M. R. (2016). Henry's clinical diagnosis and management by laboratory methods. Elsevier Health Sciences.
Neu, N., Malik, M., Lunding, A., Whittier, S., Alba, L., Kubin, C., & Saiman, L. (2009). Epidemiology of candidemia at a children's hospital, 2002 to 2006. The Pediatric infectious disease journal, 28(9), 806-809.
Persky, G. J., Nelson, J. W., Watson, J., & Bent, K. (2008). Creating a profile of a nurse effective in caring. Nursing Administration Quarterly, 32(1), 15-20.
Zandieh, S. O., Yoon-Flannery, K., Kuperman, G. J., Langsam, D. J., Hyman, D., & Kaushal, R. (2008). Challenges to EHR implementation in electronic-versus paper-based office practices. Journal of General Internal Medicine, 23(6), 755-761.
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