Organization is hospital Describe your organization, include the organization\'s

Question

Organization is hospital

Describe your organization, include the organization's mission, and identify the various stakeholders.

Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.

Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.

Propose the steps needed for your organization or department to respond to this driving force.

Predict how employees at various levels in the organization will respond to your proposed change initiative.

Develop a vision for change. Describe how this vision correlates with the organization's mission, and how you will present this vision to internal stakeholders.

Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond

Explanation / Answer

Northwestern memorial hospital,chicago

Northwestern Memorial Hospital (NMH) is a nationally ranked academic medical center hospital located in downtown Chicago, Illinois. It is the primary teaching hospital for Northwestern University's Feinberg School of Medicine. Along with its Prentice Women’s Hospital and Stone Institute of Psychiatry, the hospital provides a total of 894 inpatient beds and encompasses more than 3 million square feet of medical building space. Virtually every medical specialty is represented by the over 1,600 physicians on the medical staff at Northwestern Memorial who also carry faculty appointments with Feinberg. It is the third tallest hospital in the United States and the fifth tallest hospital in the world.

Mission of Northwestern memorial hospital

stakeholders include Indiana University, Purdue University and the University of Notre Dame, and institutions at Northwestern University, Ohio State University and Washington University in St. Louis.

INTERNAL AND EXTERNAL FACTORS:

The internal business environment includes factors within the organization that impact the approach and success of your operations. The external environment consists of a variety of factors outside your company doors that you typically don't have much control over. Managing the strengths of your internal operations and recognizing potential opportunities and threats outside of your operations are keys to business success.

In order for managers to react to the forces of internal and external environments, they rely on environmental scanning. Environmental scanning refers to the monitoring of the organization's internal and external environments for early signs that a change may be needed, to accommodate potential opportunities or threats, and to make adjustments to allow the company's strengths to combat its weaknesses. If you recall, one common type of environmental scan is the SWOT analysis, which looks specifically into the strengths, weaknesses, opportunities, and threats of the internal and external environments. A manager will begin analyzing the internal environment by looking into inefficiencies inside the organization, and will then look outside to the external environment and things occurring independent of the organization. Environmental scans allow managers to use the knowledge gained during the scanning process to decide what strategic steps, or changes, the organization needs create or maintain a competitive success.

EMPLOYEES RESPONSE TO CHANGE

Employees’ reactions to change are influenced by a number of factors. It is reasonable to expect employees to react since the process of change involves going from the known to the unknown, and when employees react, it is important to distinguish between the symptoms of their reactions and the causes behind them (Bovey & Hede, 2001b). Following is an analysis of three factors that research strongly identifies as influencing employees’ reactions to change: employees’ emotions and cognitions, communication, and employees’ participation in decision making. Evidence suggests that these factors explain much of employees’ reactions, arguably more than other factors present during organizational change. Although these factors are closely related and can even be considered interwoven in many ways, each factor contributes individual and important information.

The eight steps are to develop a vision for change is highlighted below:

Step 1: CREATE a sense of urgency.

Step 2: BUILD a guiding coalition.

Step 3: FORM a strategic vision and initiatives.

Step 4: ENLIST a volunteer army.

Step 5: ENABLE action by removing barriers.

Step 6: GENERATE short term wins.

Step 7: SUSTAIN acceleration.

Step 8: INSTITUTE change.

A mission and vision are standard and critical elements of a company's organizational strategy. The hospital has developed mission and vision together, which serve as foundational guides in the establishment of company objectives. The company then develops strategic and tactical plans for objectives.

Vision Statement Purpose

Vision statements are sometimes confused or used synonymously with mission statements. However, vision statements should offer more of a direction and include a perspective of corporate values. A vision might provide a direction for the company for the next five to 10 years, while also noting a commitment to integrity, transparency, openness and other such values. "Mind tools," indicates that a vision statement takes your mission and adds an element of human values. It should inspire employees and given them a sense of purpose.

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