Introduction
In the healthcare organization, there is a need for change. The healthcare organization must evolve with time to depict some improvements and enhance the visibility of both employee and customer satisfaction. There are many factors which create the impact on the healthcare internal business process. The most important thing for the management of the company is to identify these factors and come up with an appropriate strategy. Treatment Center for Children and Adolescents (TCCA) is looking to improve its operational process and integrate with some new health care trends. The healthcare business has been legalized or regulated by the government, and it seems a prominent factor, as far as the change in TCCA is concerned. The Treatment Center for Children and Adolescents has limited Bed space for patients. For Instance, the average admission per year is 650. In this healthcare organization, patient turnover is increased. On the other hand, due to limited internal force, people are overburdened. However, the main issue that exists in this organization is seclusion and restraint (S/R). The administration of TCCA Jay Thompson intends to improve the internal process to reduce seclusion and restraint. In the quality improvement strategy, he is collaborating with Sue Stark as the center’s quality improvement director. Interestingly, both administrators have different perceptions of issues and quality improvement strategies. They are maintaining different meetings in the office to rationalize these issues and come up with effective quality improvement strategies. The executive teams, consisting of physicists, are also depicted their reservations regarding the quality control measures and change strategies. They understand these issues but want to implement the change differently. The implementation of the plan is also a major issue with this organization, and it is hitting the company badly.
Case Description
Jay Thompson and Sue Stark are the main stakeholders in this case. The executive team also has the key role to play in the implementation process. Jay Thompson delegated the task to Sue Stark. Jay wanted Sue to make an effective quality improvement (QI) team identify several issues and present some key recommendations. Seclusion and restraint have impaired the image and process of the company and the quality improvement team is tasked to find ways to strengthen the internal force. With the use of ORYX and the national association of state mental health program research institute, the management found that this organization is using the seclusion and restraint at a higher rate as compared to other health organizations (Hert, Demunter, & CU, 2011). The company and key stakeholders analyzed this information by comparing the use of seclusion and restraint with mental health institutions (Lewis, 2011).
Discussion and Evaluation
1-Normal Organizational Factors that Create Opportunities and Threats
There are many internal organizational factors, which create the impact on the different opportunities and the threat to TCCA goals to reducing seclusion and restraint. For Instance, Sue is a quality improvement director in this firm, is intended to make quality improvement teams. Some human resources, staff, treatment, environment, communication, and leadership developments have been recommended to achieve the goal. Financially, the firm is quite capable of implementing different strategies or proposed development. Thus, it creates the opportunity to make the investment schedule and communicate it to all key stakeholders. However, on the other hand, resistance from the staff is the major threat to the goals. For Instance, in the meeting, Sue seems optimistic to highlight issues and implement strategies. However, the executive team is not responsive. All things are not working for the company, and it is a huge threat (Boje, Burnes, & Hassard, 2012).
2-Role as an Administrator and Assumption of a Leader Position
It is a fact that managers have a clinical background in health services. However, playing a role of an administrator and holding a leadership position in TCCA is quite different. It looks like a big challenge for a manager to transform his role in the largest healthcare organization. Some ways to streamline the role of the administrator are an effective use of the data, focus, managerial cognition, and communication. It is essential for an administrator to bring effectiveness in all these elements. For Instance, Sue has a clinical background, and problems in the data collection were quite visible. Some internal variables could have been navigated to get real insights. Conversely, the leadership assumption is also to be considered when playing the role of the leader. Autocratic leadership style cannot be used in health organizations, especially when working or leading people to improve the process. The democratic approach must be used to integrate with opinions, ideas, thoughts, and reservations. Thus, the role of the leader in TCCA is to gather all key stakeholders to reduce seclusion and restraint (Lewis, 2011)
3-Response to Executive Team’s Reaction to the Q1 Team’s Recommendations
Sue could have done differently to foster the executive team reception. She had to work with every executive and staff member to know the reason for seclusion and restraint. Paying well and changing the culture without mutual concerns of the executive team are not only God approaches. I would like to depict the democratic approach and work with the team of executives to recommend something to reduce seclusion and restraint. I would like to work on the bottom line of the health organizations to observe real case scenarios and behavior of the staff. The big reason for the disagreement between the executive team and Sue is the perception. Combined work and efforts could have been done to receive the positive response (Litre, 2011).
4-Communication Problems and Addressing these Problems
The major issue is the lack of face-to-face communication. In different stressful situations, the staff does not find any manager to communicate the issue effectively. Lack of communication creates a gap in the operational process, and it leads towards seclusion and restraint. The applicable solution ensures face-to-face communication by eliminating the communication barriers at all levels and the work of alternatives of seclusion and restraint. A stakeholder usually does not take part in meetings. The best way is to create the space for the bottom line to participate in meetings and share valuable information (Borkowski, 2016).
5-Reservation about Eliminating Use of Seclusion
Jay’s reservations are in the limelight due to his unique leadership style. Sometimes, in the best interest of the company, the leader or administrator has to play on the back foot. To better assess the position in the healthcare organization, the leader must assess the impact of decisions and leadership style. Bold decisions show aggressive leadership behavior that encourages seclusion and restraint (Hert, Demunter, & CU, 2011). However, in a company like TCCA, this position must be triggered by the servant leadership. Rational decision making is the best approach instead of being aggressive and bold (Litre, 2011).
6-Cultural Change is too nebulous
I agree with this position. Cultural change is not the only option. The firm may have limited resources regarding internal workforce, technology, and people. Instead of bringing major change, baby steps should be encouraged. The executive team at the end revised all recommendations, and it justifies this position.
Conclusion
In the end, it is to conclude that the identification of the need for change should be made early in the organization. TCCA is facing the issue of using seclusion and restraint at a higher rate. Through taking some baby steps and shaping the behavior of staff can get things done slowly for the company. However, the role of leadership should be relevant and thoughtful in the change process to originate some unsurprising outcomes.
References
Boje, D., Burnes, B., & Hassard, J. (2012). The Routledge Companion to Organizational Change. Routledge.
Borkowski, N. (2016). Organizational Behavior in Health Care. Boston: Jones & Bartlett.
Hert, D., Demunter, D., & CU, C. (2011). Prevalence and correlates of seclusion and restraint use in children and adolescents: a systematic review. Eur Child Adolesc Psychiatry, 20(5), 221-30.
Lewis, L. (2011). Organizational Change: Creating Change Through Strategic Communication. John Wiley & Sons.
Litre, P. (2011, September 12). Changing behaviors to deliver business results. Retrieved from https://www.bain.com/insights/changing-behaviors-to-deliver-business-results/
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