Improving Motivation at Atrium Health

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Table of Contents

Implementing Organizational Change
Proposed Organizational Changes
Potential Conflicts
Change Implementation Plan
Communication Plan
Conclusion
References

Implementing Organizational Change

Motivated employees in a given institution work tirelessly and deliver positive results. The existence of wrangles, miscommunication, and differences in a company can affect performance. The case of Atrium Health indicates that the level of employee job motivation has decreased significantly. Most of the caregivers and health professionals are unsatisfied with their duties and responsibilities.

They lack adequate support, such as empowerment, mentorship, and inspiration. They are not involved in decision-making processes or are allowed to offer ideas that can improve performance. This paper proposes two changes that can result in improved motivation at Atrium Health. It also presents appropriate implementation procedures and communication plans for this organization.

Proposed Organizational Changes

Many professionals and theorists support the concept of change since it can introduce superior ideas and practices for addressing existing organizational challenges. The reduced level of morale in the selected institution requires different strategies if it is to continue recording positive results. The first one is that of cultural change. Marquis and Huston (2017) indicate that the culture a given healthcare institution promotes will dictate its employees’ performance and their willingness to meet patients’ needs. This is the case since it encourages workers to act or behave in a specific manner. Additionally, issues such as decision-making, leadership patterns or styles, communication, problem-solving, collaboration, and teamwork depend on the nature of a hospital’s organizational culture.

The organizational theory reveals that culture is something capable of transforming a firm’s vision, norms, and practices. It also focuses on the most appropriate values, espoused beliefs, and artifacts (Bucciarelli, 2015). This means that a specific leader can introduce a new culture that will promote evidence-based and meaningful values, including integrity, teamwork, justice, altruism, collaboration, and motivation.

Such a change can empower more caregivers and practitioners to collaborate, share ideas, form multidisciplinary teams, solve emerging problems, and focus on the targeted goals. The introduction of this idea will ensure that the targeted organization addresses disagreements. Most of the workers will begin to pursue their roles and responsibilities diligently. They will be involved in every decision-making process. Such individuals will continue to provide inputs and meet the needs of different patients.

The second change that can make a significant difference for Atrium Health revolves around leadership. Reed (2017) indicates that management is a critical aspect of a firm since it dictates the effectiveness and productivity of the targeted followers. This approach will ensure that a competent leader is introduced to manage organizational processes, address emerging complaints, and provide the most appropriate resources to the workers. Bucciarelli (2015) believes that leadership plays a vital role in guiding employees and ensuring that goals are realized in a timely manner.

Competent leaders go further to empower and mentor their followers. They do so by ensuring that their psychological, personal, professional, health, mental, and social needs are met (Reed, 2017). Maslow’s hierarchy of needs is a powerful theory that many scholars and leaders use whenever supporting their followers (Reed, 2017). This model makes it easier for them to provide adequate resources, solve problems, increase their rewards, and provide better remunerations.

The targeted employees will present their grievances and develop superior models for delivering high-quality services. The concept of teamwork will also emerge whereby leaders and followers will concentrate on the targeted results. Managers will ensure that every activity promotes performance (Marquis & Huston, 2017). The leader will consider the inputs and ideas of all employees, thereby increasing the levels of morale and motivation. The idea of work-life balance will meet most of the employees’ personal demands. Consequently, targeted clients or patients will eventually receive exemplary services.

Potential Conflicts

Throughout the change implementation processes, there is a need for the topmost managers to be aware of potential conflicts that might arise. This knowledge can ensure that adequate measures are introduced to achieve the intended objectives. The first one is that of interpersonal relationships. This kind of disagreement occurs when most of the targeted employees do not understand their positions or roles in the organization (Bucciarelli, 2015).

Personal prejudices and demands might make it impossible for different workers to support the suggested or implemented change. This kind of conflict is predictable because many people find it hard to solve their personal issues and instead expect their leaders to make the most appropriate decisions.

The second potential conflict might be associated with resistance. This occurs when some individuals are opposed to the proposed change. The workers might fail to support the suggested action plans or fail to present their insights (Marquis & Huston, 2017). The reason why this is an anticipated conflict for the selected organization is that the workers are currently grappling with the challenges of reduced morale and lack of motivation. It would, therefore, be appropriate for the change leader to embrace a superior model in order to mitigate this possible source of conflict.

As described above, Maslow’s hierarchy of needs encourages those implementing change to empower and meet their followers’ demands using adequate resources. The selected organization might use this idea to lead, mentor, and empower different employees. The above conflict is, therefore, anticipatable since the targeted individuals might be unhappy with the resources available to them. Some might receive better rewards than others, depending on their needs or contributions (Bucciarelli, 2015). This means that the level of conflict might arise throughout the change implementation process. The adoption and implementation of a powerful conflict resolution technique will be necessary if this organization is to achieve its goals.

Change Implementation Plan

A powerful implementation is needed to help Atrium Health overcome any resistance to change. Kurt Lewin’s model stands out as an effective framework that can deliver meaningful results. The first step of this model is known as unfreezing (Cummings, Bridgman, & Brown, 2016). During this phase, leaders guide and encourage employees to focus on the specific challenges their organization faces. This approach makes it easier for them to appreciate the situation and why there is a need for change. This practice creates the best environment for introducing new behaviors, cultural practices, and activities, thereby reducing the possibility of resistance.

During the second stage (change), employees receive timely support, advice, and resources to implement the required behaviors or initiatives. Guidance, leadership, and empowerment are crucial throughout this phase. Leaders can go further to offer incentives and encourage their followers to ask questions. They should also address all emerging issues in order to minimize any form of resistance. Attributes such as effective leadership and sustainable organizational culture will be implemented during this stage.

Workers should also engage in continuous learning and support the entire process. The final stage is that of refreezing (Cummings et al., 2016). When done in a professional manner, a given leader will ensure that the introduced practices, norms, or ideas become part of the targeted institution. These initiatives will make it possible for Atrium Health to lead the proposed change initiatives and overcome any resistance that might arise.

Communication Plan

The success of the above changes will depend on the implemented communication plan. Such a tool will encourage all key stakeholders to share and exchange ideas throughout the project period. Continuous monitoring is a critical attribute of this plan in order to ensure that the intended changes are implemented successfully (Bucciarelli, 2015). The proposed plan for communicating the intended objectives is presented below.

Vision: To promote effective communication procedures for introducing and implementing new leadership practices and organizational culture.
Objectives:
- To keep employees updated throughout the change period.
- To minimize cases of disagreements or miscommunication.
- To ensure that the project’s aims are delivered in a timely manner.
- To support the proposed changes.
Key messages:
- Duties for specific individuals.
- New changes in procedures, activities, behaviors, and communication.
- Actions for employees to undertake.
- Change in procedures or communication.
- Acquisition and distribution of resources.
- Meetings and decision-making procedures.
Communication methods: The targeted methods will include e-mails, mobile phones, memos, and meetings.
Timeframe: The project is expected to take two months.
Implementation: Organizational leaders and departmental heads to implement and monitor the communication process.
Improvement: Insights and ideas different employees present will be considered to improve communication procedures.

Conclusion

The above discussion has revealed that leaders can address the issues many employees at Atrium Health face using evidence-based strategies, including introducing new changes. Such measures will introduce superior leadership practices and cultural attributes. Consequently, the organization will empower its workers using different theories and eventually meet the changing needs of many patients.

References

Bucciarelli, L. (2015). A review of innovation and change management: Stage model and power influences. Universal Journal of Management, 3(1), 36-42. Web.

Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human Relations, 69(1), 33-60. Web.

Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Reed, P. (2017). Translating nursing philosophy for practice and healthcare policy. Nursing Science Quarterly, 30(3), 1-12. Web.

Click Here To Order Now!