Management Of Change PDF

LMGT 211: LABORATORY MANAGEMENT MANAGEMENT OF CHANGE OUR LADY OF FATIMA UNIVERSITY COLLEGE OF MEDICAL LABORATORY SCIENCE CHANGE šA natural process to become different, usually in response to a stimulus requiring an action or adjustment. š The management of change is...

LMGT 211: LABORATORY MANAGEMENT MANAGEMENT OF CHANGE OUR LADY OF FATIMA UNIVERSITY COLLEGE OF MEDICAL LABORATORY SCIENCE CHANGE šA natural process to become different, usually in response to a stimulus requiring an action or adjustment. š The management of change is a reflection of the management process. Planning for a change must be an inclusive and integral part of the management function. CHANGE MANAGEMENT š Change is inevitable and pervasive. š Organizations are driven to change in-order to respond to the many pressures they encounter from their environment. š These pressures usually include: - Global competition - Changes in customer demand - Technological advances - New legislation. MANAGEMENT RESPONSIBILITIES IN THE CHANGE PROCESS šChange agent: Refers to the person initiating the change effort. šClient system: Refers to the target of the change agent’s intervention effort; the entity that may need or desire a change. FOUR TYPES OF CHANGE šOperational changes can influence the way dynamic business tasks are led, including the computerization of a particular business segment. šStrategic changes occur when the business direction will be changed, in relation to its vision, mission, and philosophy. FOUR TYPES OF CHANGE šCultural changes influence the internal organizational culture šPolitical changes in human resources occur primarily due to political reasons of varying types  STEPS IN THE CHANGE MANAGEMENT PROCESS 1. Diagnosing and analyzing the need for change. This includes management planning function and decision making skills. 2. Designing a change strategy. Strategy can be either participatory and involvement strategy (persuasion) or informed strategy (control). 3. Implementing the change plan. The laboratory manager has three avenues through which to implement change: job junction or tasks, organizational structure and people. 4. Follow up cycle. This includes continuous change management.  CHANGE MANAGEMENT šKurt Lewin’s three-step “Unfreeze- Change-Refreeze” model CHANGE MODELS šProposed by the universally recognized founder of social psychology in the 1950s. šHighly relevant today and often used as the basis for many change management strategies. Figure 1 source: https://www.researchgate.net/figure/Kurt-Lewins-change-model_fig1_276847540  CHANGE MANAGEMENT šProski’s ADKAR® Model š“Awareness of the business reasons for CHANGE MODELS change; šDesire to engage and participate in the change; šKnowledge about how to change, šAbility to implement change, and; šReinforcement to ensure change sticks”  CHANGE MANAGEMENT šKotter’s 8-Step Model of Change CHANGE MODELS šDeveloped by Harvard Business School’s John Kotter šFocuses on efficient and effective change management in a competitive world. Figure 2 source: https://www.managementstudyguide.com/kotters-8-step-model-of-change.htm REFERENCES šMedical Laboratory Management and Supervision by Lionel Varnadoe šClinical Diagnosis and Management by Laboratory Methodsby John Bernard N. Henry