Change Plan

Organizational Change Plan Part 1 Nan Wyatt RN HCS587 Doria Chege February 20, 2012

Change Plan Infant Security in the Hospital Setting The most recent work done by the National Center for Missing and Exploited children has released statistics on this topic in April 2010. As of that date, there

have been 128 infants abducted from hospitals between 1983 April 2010. Of this number, six are still missing. There were three abductions in 2009 alone. These may seem like small numbers but they bring huge consequences to families, staff and the organization involved. The unit I currently work in is small and is a locked unit. Anyone wanting to enter the unit must push a button on the wall outside the unit and can then enter only if a staff member questions them and is satisfied with the answers given, the staff can then buzz the door to open. When visitors leave the unit there is no button to push, the doors are only locked on the outside coming in. So these people that have been given a pass to enter the unit can now leave the unit practically unnoticed. There has been mention of a change that needs to be implemented to increase the infant security on this unit. The proposal is to place a small security

Change Plan device on the infants ankle, shortly after birth, that would alarm in the unit if the infant was taken too close or through an unlocked door. There is a need on this unit to make this change to protect the infants from harm and separation ffrom their parents. The organizational barriers are related to cost of the system to be installed and

maintained. There is also the cost to train each employee how to use the equipment properly. There have also been individual barriers with staff not fully understanding the need. They seem to be comfortable with the locked unit and are complaining about having yet another step added to the many steps already in place to recover and transfer the new mom and infant to a postpartum room. Even though there has never been an incident of this type at this facility, the statistics prove that the possibility is real. The staff on the unit cannot always be at the desk to monitor who leaves the unit and with what is in their possession. If the security bracelet is approved, the staff could be at ease knowing that if an abductor were to attempt to take a baby from the unit, an alarm would sound to immediately alert everyone in the hospital. The organization has readied themselves to take this new approach to infant

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safety as they are aware of the statistics and the consequences that could fall on the organization if such an event were to happen. There would most definitely be a substantial monetary sacrifice given to the parents of the child along with the community response to the lack of proper security in the hospital. This type of news could hinder the hospitals reputation and therefore decrease the amount of patients choosing this facility to deliver their babies. The theoretical model that relates to this proposed change is the Organizational Development Theory ( Lewin(1951) and Porras & Robertson (1987)). Human relations and the quality of life at work are often targets of Organizational Development Theory. It has been divided into two main sections: 1) Change Process Theories and 2) Implementation Theories. Change process deals with the underlying dynamics of the change. Implementation Theories are the activities that health educators would use to make sure the change was successful. There are Procedure theories that must be implemented to produce an effective change in the organization. 1) Diagnosis is used by an outside consultant to help the organization identify the problem that interferes with the function of infant security. 2) Action

Change Plan Planning is the strategies that are developed to address the diagnosed problem. 3) Intervention is when the consultant aids in the problem solving among the organizations members. This is usually done in group settings. 4) Evaluation is done to assess the efforts being put in place for the planned changes. External and Internal Factors The basic objective of the management is the progress of people and not the

direction of things. The conservative explanation of management is obtaining work done through its people, but the factual management refers to the development of people through work. The management should make the difficulties interesting and their solutions productive for the team members so that everyone can deal with these situations. The four basic functions of management are planning, organizing, leading, and controlling. The internal or external factors of an organization influence the ongoing process of an organization. They create an impact on the above-mentioned

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functions of the management. The impact of these internal and external factors will help in creating the change in organizational culture. Planning refers to designing policies and procedures to build up production or service qualities, or to diversify its business and extend its role in the community. Organizing refers to the management of resources - material and immaterial. Once a plan is made, it comes to the implementation phase. Further it moves toward the leading phase. The phases must be monitored and evaluated to assure a positive change has been made.

External resources such as outside consultants provide knowledge and skill

necessary for change management. There are also company trainers, 24/7 help desk support, and training workshops are amid other very important resources to ensure a positive change outcome.

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References Spector, B. (2010). Implementing Organizational Change Theory into Practice (2nd Edition. Pearson Educators Center for Missing and Exploited Children website. Retrieved Feb.2012. htpps://wwwncmec.org Borkowski, N. (2005). Organizational Behavior in Health Care. Jones and Bartlett Publishers.