Sample Argumentative Essay on Critical Analysis of Change Management

The aim of this paper is to give a holistic approach to change management in health institutions.
It expounds on the basic means of managing change in such institutions and the varied ways
through which this can be achieved successfully. It derives arguments from various scholarly
sources that tackle performance improvement strategies as a way through which change can be
tamed to ensure for the continued progress and success of health institutions. It aims to grapple
with and tackle the key behavioral and structural issues affecting medical practitioners as they
face a changing world.

The essay seeks to give a comprehensive report on the varied means and processes through
which optimum performance can be attained within a conducive and suitable setting. The nursing
world faces unique challenges. This makes it a unique profession and thus best suited as an
example in the understanding and management of change in medical institutions. The paper also
considers the ups and down faced by organizations in general, and relates this to similar
challenges faced by medical firms. The key aim of this paper is to consider and identify the
challenges posed to individuals by a rapidly evolving world and with it possible means useable
in ensuring effective adjustment. By delving deep into team operations, the paper has also
considered the pros and cons of operating within a group setting. By covering exhaustive
arguments from various books, it has given a comprehensive analysis of change management
within health institutions.

Keywords: Change, Team work, Leadership

A Critical Analysis of Change Management Strategy or Performance Improvement Initiatives

According to Schulz and Johnson (2003), the sole aim of any organization is resource
utilization aimed at attaining set goals. The structure of the organization should allow for good
handling of resources. Institutions of medicine are evolving. The aim of medical firms is to
provide adequate and sustainable health care to patients. Hospitals house both patients and
physicians (Schulz, & Johnson, 2003).The most vital goal of institutions of health is procurement
of treatment to the sick. In order to achieve set goals and ensure harmony in operations, hospitals
implement Strategies that seek to ensure efficiency. Managing hospitals requires effective
handling and dissemination of resources. This can be achieved through such means as team work
and good leadership. Coordinating of resources in hospitals is often very demanding. As such,
hospital managements often face numerous challenges. The leading manager must be adequately
equipped with latest information at all times. As Llopis (2012) illustrates, a manager effects
numerous and constantly changing roles. They are required to illustrate good leadership and
maintain a good institutional system of values and motivate employees to perform efficiently.
They must set goals and maintain a friendly relation with the surrounding community. Hospitals
are now moving more and more towards pleasing the demands of their surrounding communities
(Goyal, 2005). Hospitals work within a unique setting. For example, the key consumers of
services in hospitals are patients, sick individual who require adequate care and attention. The
environment is very volatile and gullible. Ethics rank very highly. This uncommon trait is what
makes hospitals difficult establishment to manage (Goyal, 2005). Managing a hospital is thus a
well planned and systematically process.

According to Sare and Ogilvie (2010), planning is important to any institution hoping to
effect positive change. Planning is important at virtually all levels of the hospital. In the most
pure form, planning through strategy seeks to influence the future endeavors of an institution
through a comprehensive analysis of current events. It connects the present with the future to
give a concise outlook of the yet to come (Sare, & Ogilvie, 2010). Implementing a strategy
requires that a firm is fully aware of its capabilities. The firm should be well aware of its strength
and weaknesses. The firm should consider the costs of effecting the change and the possible
consequences to the surrounding settlements. A humane consideration of the environments needs
and demands. As Winter, Ammenwerth, and Haux (2005) note, hospitals are now beginning to
consider the grievances expressed by the surrounding communities in dealing with matters such
pollution of the environment.

Planning must be done in unison and harmony. The parties involved must be willing to
undertake actions, be open and aware about the plan and show enough faith through word and
action (Sare, & Ogilvie, 2010). Most publications on planning often show little relations to the
medical profession. They are often biased towards proverbial commercial aspects such
marketing. On the contrary, medical practice also operatives within a business related
environment. The involved management is often better informed about what it considers as the
team of marketing and even the market of which it aims attract. In light of this, and given the
rising business orientation of health centers, planning is becoming more competitive in nature
(Sare, & Ogilvie, 2010). Planning accompanied by good entrepreneurial skills, serves as means
through which the medical professions and establishments can be enhanced (Sare, & Ogilvie,

Improving Performance in Health Care Facilities

Team Work

When working within a team, functional limitations are always defied. This means that,
team members, contradict organizational ranking, sanctions and laws in order to ensure for an
organized and timely handling of the task at hand .The importance of working together is quickly
gaining popularity within the health sector. As asserted by Vogt (2013), enterprises require
consistent team cooperation in order to ensure accomplishment of set goals. Businesses are
growing beyond traditional levels and thus specialization of human input is gaining acceptance.
Teams allow for the better handling of tasks. Functioning within teams is eyed as a good way of
cubing and enhancing employee skills and ensuring better handling of patients in medical
facilities (Zwarenstein, Spin, Lewin, & Reeves, 2011). The health sector is renowned for its strict
adherence to protocol. The experienced physicians dominate the top most positions, meting out
orders to the lower ranked and lesser experienced subordinates (Lighter, 2010). Nonetheless,
working in teams, is increasingly becoming the norm in medical practice (Lighter, 2010).
Experienced nurses often find themselves lesser submissive when functioning under physicians,
who hold the sole role of foreseeing the activities of all nurses. This apparent inability to submit
poses serious problems to normal operations within the medical setting. It could be due to this
and other relational issues that most medical institutions are incorporating teams in the handling
of daily activities. It is in this light that Sare and Ogilvie (2010) noted that the nursing world and
that of finance are always changing. They point out the constant nature by which the world is
evolving and of how change is ever present.

According to Maxwell (2002), to become an effective player of the team one should be
able to adjust to a changing environment. Team membership should be founded on cooperation
and functioning as a single force (Oxford dictionary, 2013). One should be able to adjust to the
team’s needs rather than team to theirs own needs. For instance, taking an example of a medical
institution, the leading practitioner should operate and function only in a way they consider
advantageous to the subordinating staff. They should be conscious enough of how their actions
affect and influences the team’s morale. They should develop and attract the team’s trust and
believe. Trust is essential in all teams. Given the varying cultural and background differences
that define teams, problems are more likely than not to arise. Maxwell (2002) suggests that these
relational differences can be cubed through encouraging gatherings such as meals and
conferences. Nonetheless, the role played by good players in the team can no longer be
underrated. As Parker (2011) notes, team players have grown from matters of mere research to
know influencing functioning of institutions. Working in teams is indeed beneficial to any

Advantages of team work. As Augustine (2011) observes, the foremost benefit of
working within a team is that the team can attain greater results in the performance of a
particular task. However, the advantages of working as a team are more less the following. To
begin with, working in a team ensures for a better handling of problems hence better results.
Teams bring about an elevated devotion to work thus greater employee attendances. Working in
a team also ensures that confronted difficulties are pointed out by those of which they readily
affect. Apart from the advantages noted above, functioning within a team ensures that varied
skills and working capabilities are harnessed and used in the handling of a single task. On the
other hand, sanctions that hinder interdepartmental cooperation are broken for the benefit of the

firm and corporation as a whole. Augustine (2011) also notes that working within a team
enhances communication and cooperation among team members. The benefits of team
cooperation can be summed up as being a key booster of morale and facilitator of cooperation
among members of a team. However, the handling and management of a team can often be so
demanding. Members of a team often face challenges and difficulties that serve as hindrances to
good performance.

Disadvantages of team work. Team cooperation is not entirely flawless. Functioning
within a team has its own share of limitations. It is in this light that Nel (2007) notes the apparent
laxity that defines closely linked teams. He asserts that teams tend to portray laxity in handling
issues. Having developed an extra respect for their leader, they find it hard to oppose the leader’s
views without feeling that they are undermining the leader’s authority. This apparent laxity
reduces the effectiveness of the team. The team often ends up developing an indirect mood of
sharing thoughts. The team operates as a single individual with one thought and way of
pondering. The result of this being inability to confront challenges openly and impartially. The
team’s soul goal at this point becomes impressing the leader. Such a group is often characterized
by the use of force towards radical members and a self appointed pious nature (Nel, 2007).
Teams are often blamed for not being able to operate and make decisions in the absence of the
person leading.

Code of Conduct

According to Sare and Ogilvie (2010), management of change in health sectors, for
instance the ways of operation and practice of the nursing profession, can be attained by
implementing principles guiding planning within the profession itself. These guidelines are

comprehensive and equally connected to the way of life of the nursing sector including concise
in tale by the people involved. Planning through strategy entails concise thought of the available
resources within the organization, for example the medical profession, and relating this to the set
goals (Sare, & Ogilvie, 2010). Considering this, planning thus works side by side with good

As mentioned before, medical institutions employ a strict adherence to protocol.
Practitioners are expected to respect and in most cases not question the actions of their superiors.
For example, nurses should establish a high degree of respect to the doctor in control. It is
considered unprofessional when a lower subordinate questions the actions of their superiors even
when the mistake is very obvious. The assumption is that the superior is obviously learned and
smart enough to figure out the mistake in good time. This is often not the case. Problems are thus
always around the corner. Taking an example of senior nurses and how they relate with doctors.
As explained earlier, such nurses find it hard to submit to the doctors commands. This is even
more relevant when the doctor involved is a new recruit. As Jackson (2006) observes, medicine
is established on deep science roots and often less understood by normal individuals. The more
personalized form of medical has vanished with time. Hospitals have grown over time from
being more in touch with the patient to being complex entities of business. Indeed, the key
feature of traditional medical practice was that of a single doctor working in closeness with a
patient. This special trait ensured that the patient is attended to adequately. The world has
changed and along with it medical practices. Health institutions have taken a new form. As
Gassiot, Searcy and Giles (2011) observed, historical practices in medicine worked best during
historical times. The modern world demands a better and well adjusted operation. The world is
constantly changing and to succeed in any endeavor, one must adapt.

Good Leadership

Leadership is a key feature for any establishment seeking to achieve success. It is by
noting this that Parkin (2009) argues that the gateway to attaining successful change in a health
institution is through leadership and good management. Leadership aims to not only influence
external components of an organization but it also seeks to delve deeper into more personal
features such as: motivation and inspiration of individuals in an organization (Parkin, 2009).
Organizational leadership seeks to empower workers into Effective beings. Leadership’s key aim
is to inspire. A good leader must stay close and devoted to the organization. If probable, the
leader should not only be member but also a practicing profession within the establishment. As
Goddal (2011) observed, hospitals led by member doctors held higher chances of success than
those not doing the same. Such leaders are likely to be more in touch with the organization.
Managing and leading are not entirely similar neither are they that separate. Leadership therefore
acts as a supplement to the management process. As such, good leaders need to be motivational
and encouraging. They should inspire. Good managers on the other hand need not be so
inspirational but rather effective in handling their duties (Parkin, 2009). Leadership needs also to
function within an organized cultural setting. Cultural awareness is thus important for there to be
good leadership.

Leadership and team work. As noted earlier, effective team work and good leadership
go hand in hand. It is considering this that Lussier and Achua (2009) conclude that though
virtually entire teams can be seen as groups, the fact is that any group cannot be a team. Teams
require much more professionalism and organization. A team needs and calls for cooperation and
dedication to the task at hand. Groups are formed but teams are created. A team is a complete

entity in itself. Once in a team, the individual seizes to exist. For this level of cooperation and
order to be attained, the team needs an effective leader, a team player. A person well informed
and exposed about the firms practices yet equally dedicated and motivated to their work. Lussier
and Achua (2009), also note that teamwork encompasses a sense of mutual accountability. As
such, when the team succeeds, the members also succeed and vice verse. For example a surgeon
performing an operation needs the cooperation and assistance of not only other medical staff
members but also the assistance and cooperation of nurses. The outcome of the surgery should
not only be the surgeon’s responsibility, but should be accounted for and shared by the entire
operating team. This working in togetherness and as single group can only serve to enhance the
medical profession. It is due to this that medical institutions are beginning to develop a bias
towards handling of activities in teams. It is considering this that Dössel and Schlegel (2010)
note the rising need to incorporate and develop teams in medical courses. They note that timely
diagnosis and handling of complex medical appliances requires that physicians work together as
a single force. This should entail a complete cooperation between the varied departments and
medical personnel. This should be done in an impartial and comprehensive way. It can be
through good leadership. It should be done by an effective leader, a team player.

Organizational leadership and culture. According to Schein (2010), culture entails
systematic consistency in actions by a grouping as it strives to adapt to changes. This strict
adherence to set norms is what gives the group a unique identity. Culture entails the way of life
of a particular people. In a medical context it thus entails the way of life of medical professions.
The language, norms and values observed by this profession. As mentioned earlier, the medical

profession observes strict adherence to protocol. This in effect is a cultural strait. Medical
practitioners have their own particular way of acting and effecting operations. Culture follows a
top to bottom approach. In other words, it begins from the leader trickling down to the
subordinates. As such, a doctor should act correctly for the junior practitioners and nurses to act
similarly. Schein (2010) identifies set of beliefs and norms as key to any culture. Adequate and
organized cultural setting in medical institutions can thus be very influential in ensuring harmony
within the workplace.

The best summing up on group performance would be that team functioning empowers
the parties evolved. An empowered soul translates to an effective and dedicated person.
Empowerment is a driver not an obstructer, an encourager not persecutor. As Hayes (2002)
asserts, empowerment is much more than handing down of roles to subordinates. Empowerment
motivates an individual into performing better. Indeed as Carlos (2010) points out, empowerment
should be more relevant today than was in the past. As Banik (2008) concludes, empowerment is
the comprehensive belief in and dedication to the ones self. Empowered employees perform
better in their chores and are more than willing to take that extra mile.

Adaptation in Health Care Facilities

Adaptation connotes an adjustment to change. Adaptation entails an ability and
willingness to embrace and effect change. Change is however not always that easy to accept.
Harsh (2011) observes that change often faces great opposition. Individuals are frightened
because they do not know what might follow their willingness to adjust. Employees often
question the firm’s ability to effect positive change. Effecting change within an organization
often contradicts the members own views. According to Schulz and Johnson (2003), the medical

world is undergoing constant change. They suggest that whatever is considered improbable and
impossible today, might as well be very achievable in the near future. They observe possible
difficulties in dealing with the ethical notion concerning practices in healthcare that are
considered to be acceptable in normal society. These areas include debates on alteration and
adjustment of genes and of suitable and cost management. Current trends suggest an
evolutionary outlook within the medical practice.

As Sibinga and Cash (2001) have noted, communities are becoming more liberal.
Decision making and planning is becoming lesser and lesser a reserve of the higher authorities in
organizations. All employees share an equal platform in the handling of issues. The ruling
management harness views and in tale from all possible and readily available departments and
sections of the firm. The management of a business is often structured in a manner that gives the
upper leadership priority in the making of important decisions within the organization (Hales,
2001). Nonetheless an organization’s ability to adapt to change depends on two key features.
The firm must evaluate the possible consequences that change might cause to their firm. The
firm must also define the actions it seeks to install in order to effect change. From whichever end
this is observed, the bottom line is that, for effective handling of change, an organization must
rigorously and fully employ the input of each an every employee. This is done to ensure for a
smooth transition as the firm embraces transformation.


The manner in which an organization reacts to change depends more or less on all its
employees. The leadership should consider the views and reactions of the entire establishment.
The participation of employees in the making of decisions should always be encouraged

(McGraw, Doherty, & Taylor, 2012). This enhances employee awareness and closeness to the
organization. Medical firms, given their unique challenges, should by all means ensure
impartiality in its decision strategies. The actions of physicians should be impartial and
thoroughly informed. As medical firms strive to adapt to an ever changing environment, they
should consider implementing adaptive features such as: encouraging team performances,
ensuring employee empowerment and facilitating smooth and informed transitions as they
embrace change. Employment of strategies of handling change should however be embraced
with caution. Medical firms are complex and extremely fluid. As society changes and embraces
newer cultural ways, they change their ways of relating to and with the environment. The
challenges facing the medical world are numerous and real. As Lucash (2011) reveals, medical
institutions face an ever changing and unknown future. Medical firms are curving a more
commercial outlook. The making of profit is now beginning to dominate most medical firms.



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