Organizational Change
Organizational change in any organization is presented in three phases. These phases are; unfreeze, change and refreeze. In regards to unfreezing, this is the phase prior to occurrence of any change. At this phase, organizations are well prepared to face the changes that might occur. Relative to the change phase, new behaviors are integrated in the organization. This eases the employees’ uncertainty. This phase is facilitated well through effective communication and employees training. Finally, refreezing phase follows after change(s) take effect. Here, the change(s) that have occurred are established as the organization’s standards. Additionally, the change is embraced by those affected either the employer or employee. Furthermore, it is at this phase where new incentives or systems are introduced to accomplish the desired change. These incentives include performance appraisals, promotions, bonuses and so forth. However, these incentives are based objectives measures and strategies employed to weigh their potential as well as sustain future changes.
Currently, our organization is submerged in the refreezing phase. Majority of changes have already taken place and have affected both the employer and employees. This has triggered new ways to restore organization’s desired outcomes and a platform to accommodate future changes. The organization’s leader is convinced the change is relevant and has just occurred at the right moment.
Deming’s 14 points
The success of any organizational process and efforts is determined by quality. Deming’s is one of the great philosophers who believed that quality is all that matter in an organization. He strongly held that by improving the quality in organizations, productivity as well as the market share increases. On the other hand, organization’s expenses go down. In this respect, Deming’s developed an organizational technique based on 14 strategies. These strategies proved successful in Japanese organizations where they were applied like Toyota, Sony and Fuji.
One amongst Deming’s 14 strategies is sticking to one supplier for each of the required items. This can be of much benefit to organizations particularly healthcare (Lighter, and Douglas, p.43). Sticking to one supplier guarantees consistency in quality. The fewer the variations applied in the inputs, the fewer the variation achieved in the output. Developing a firm relationship with the suppliers is a major boost in enhancing quality. A firm relationship is based on good working terms and payments. By so doing, you can encourage suppliers to improve their quality based on quality statistics meeting you quality standards.
Health Care Systems Processes
Health care systems are based on processes. A process is a means by which customer values are produced and maintained. A complete health care system is made up of five processes. These are healthy keeping (prevention), detection of heath problems, diagnosis of diseases, treatment of diseases, and life saving. Relative to protection, measures to prevent disease infections are utilized such as drinking clean water and using bed nets amongst many others. Besides taking the protective measures, people are advised to embrace regular check ups and testing. This is where detection takes effect. After detection of the disease, diagnosis follows which triggers the next process, treatment. Timeliness diagnosis is crucial in treatment of diseases most in terms of cost effectiveness and patient recovery. On the contrary, wrong diagnosis can lead to severe effects and more treatment cost. Finally, effective treatment process leads to life’s safety. However, effective treatment does not guarantee full recovery to normal life quality. This is attributed to various influences like ageing which deteriorate human systems.
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