LEADING STRATEGIC CHAnges

Leading Strategic Change
Assignment No...LSC
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LEADING STRATEGIC CHANGE
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Assignment No...LSC
LEADING STRATEGIC CHANGE
Assignment No...LSC
Table of contents
LSC1- DIAGNOSE THE NEED FOR CHANGE IN HEALTH AND SOCIAL CARE ......................................................... 4 LSC1.1 A SYSTEMATIC ANALYSIS OF THE CONTEXT OF CHANGE .................................................................... 4 LSC1.2- AN INVESTIGATION OF THE TRIGGERS FOR CHANGE IN HEALTH AND SOCIAL CARE ............................ 5 LSC1.3- AN INVESTIGATION IN TYPES OF OPERATIONAL AND STRATEGIC CHANGE.......................................... 5 CHANGE RELATED PEOPLE ............................................................................................................................... 5 CHANGE RELATED ORGANIZATION .................................................................................................................. 5 CHANGE RELATED TO SYSTEMS ....................................................................................................................... 6 MAJOR TYPES OF OTHER CHANGES ................................................................................................................. 6 LEARNING OUTCOME 2 ................................................................................................................................. 7 LSC 2- THE ROLE OF SENIOR MANAGER IN HEALTH AND SOCIAL CARE............................................................. 7 LSC2.1 A SYSTEMATIC ANALYSIS OF THE ROLE OF MANAGERS IN LEADING HEALTH AND SOCIAL CARE ........ 7 LSC 2.2- AN INVESTIGATION OF APPROPRIATE APPROACHES TO LEADING AND MANAGING CHANGE, CHANGE MANAGEMENT THEORIES/MODELS IN GIVEN SITUATIONS ............................................................... 8 LSC 2.3- A SYSTEMATIC ANALYSIS OF CONTINGENCY ..................................................................................... 10 LEARNING OUTCOME 3 ............................................................................................................................... 11 LSC 3- HOW TO REDUCE RESISTANCE TO CHANGE IN HEALTH AND SOCIAL CARE .......................................... 11 LSC 3.1 A SYSTEMATIC ANALYSIS OF THE REASONS FOR RESISTING CHANGE .............................................. 12 LSC 3.2- A CRITICALLY EVALUATION OF DIFFERENT WAYS OF LIMITING AND OVERCOMING RESISTANCE TO CHANGE ......................................................................................................................................................... 12 LEARNING OUTCOME 4 ............................................................................................................................... 13 LSC 4- THE IMPLEMENTATION OF STRATEGIC CHANGE .................................................................................. 13 LSC 4.1 A CRITICALLY ASSESSMENT OF THE IMPACT OF ORGANIZATIONAL CULTURE ON CHANGE .............. 13 LSC 4.2- A CRITICALLY ASSESSMENT OF THE IMPACT OF STAKEHOLDERS ON THE CHANGE PROCESS ............ 14 LSC 4.3- A CRITICALLY ASSESSMENT OF THE IMPACT OF ORGANIZATIONAL POLITICS ON CHANGE ............... 15 LSC 4.4- A SYSTEMATICAL EVALUATION OF APPROPRIATE METHOD FOR ENSURING THE COMMITMENT OF PROFESSIONAL STAFF TO STRATEGIC CHANGE .............................................................................................. 16 LEARNING OUTCOME 5 ............................................................................................................................... 16 LSC 5- THE TECHNIQUES FOR EMBEDDING CHANGE WITHIN AN ORGANIZATION .......................................... 16 LSC 5.1 AN INVESTIGATION OF TECHNIQUES USED TO EMBED CHANGE IN AN ORGANIZATION.................. 17 LSC 5.2- A SYSTEMATIC ANALYSIS OF THE STRENGTHS AND WEAKNESSES OF DIFFERENT LEADERSHIP STRATEGIES ................................................................................................................................................... 17 LSC 5.3- THE RECOMMENDED AND JUSTIFIED APPROPRIATE LEADERSHIP STRATEGIES FOR DIFFERENT CHANGE SCENARIOS ...................................................................................................................................... 18 RECOMMENDATION ...................................................................................................................................... 18 LSC 5.4- AN ILLUSTRATION OF HOW AN ORGANIZATION CAN RETAIN THE CAPACITY FOR FURTHER CHANGE. ...................................................................................................................................................................... 19 CONCLUSION ................................................................................................................................................. 19 BIBLIOGRAPHY ............................................................................................................................................... 19
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INTRODUCTION
The NHS-(National Health Services) - the service provider to patients and service users not only in a bureaucratic state control, but also facing market competition, similarly the financial constraints in the global economic climate and economic scarcity in NHS severely affect the social care processes and strategies. The favourable ideal changes required in health and social care for ultimate perfection in social services and maintain the spirit to change. While change is about moving to a future state; change management is about supporting individual employees impacted by the change through their own transitions from their own current state to their own future state that has been created by the project or initiative. (Change Management Learning Centre, 1996-2012). Change is the transformation from current state through a transformation state to a future state and managing the change is how things will be done from the state of things today. Therefore lead change is significant in changing globe to change global health and health care.
Learning Outcome 1
LSC1- Diagnose the need for change in health and Social Care
The ultimate aim of every health and social care organizations, government or any other form of health care services providers should be provide the highest quality and maximum satisfied services. Therefore there are various social, economic, political factors affects to reach the ultimate aim. To overcome these constraints required change.
LSC1.1 A systematic Analysis of the context of change

The question of NHS services for patients and service users taken over by GP lead consortia on entire health care industry in UK arises and indicates the further problems of bureaucratic state control and market competition, besides that how it will be affected
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the social care processes and strategies, relationship of communities with relevant social and health care organizations moreover their ability to manage financial risk.
LSC1.2- An Investigation of the triggers for change in health and social care
Obviously, the changes make number of middle managers redundant in their roles and they argues that these changes not make any quality of care, even though privatization started, for instance the giant organization ALTOS. Therefore these public and priv ate organizations obliged to address proactively the contradictions, challenges and opportunities to survive and thrive on strategically managing the health and social care services. Therefore the strategic change has to address the impacts of financial constraints in global and national economy, bureaucracy by state control, privatization and competition, quality of services, NHS and GP involvements, job redundancy of public sector and government obligations.
LSC1.3- An Investigation in types of operational and strategic change

Kurt Lewis states, If you want to truly understand something, try to change it. When changing the organization or related culture, the changing period of change, the organization focus to in terms of structure, process, tools, measurements, policies and procedures. The success of transition, the people need to buy in, also committed, moreover their individual interests, values, competencies must be effectively aligned with vision, culture and capabilities. The leader should decide the type of change required to adapt to the needs of organizations internal or external environment. Besides that the change may affect the people, systems, processes, business units or the organization in whole. The major types of changes are as follows:-
Change Related People

1. 2. 3. 4. 5. Personal change Culture change People oriented change Social change Customer related change
Change Related Organization

1. Leadership change 2. Structural change
Leading Strategic Change 3. Reengineering 4. Incremental organizational change 5. Fundamental organizational change 6. Divestiture 7. Rules change 8. Acquisition 9. Merger 10. Consolidation 11. Strategic change
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Change Related to Systems

1. Process oriented change 2. Technological change 3. Software development and installation 4. Systems change 5. Continuous improvement 6. Continuous process improvement 7. Continual change 8. Transactional change 9. Total Quality Management Driven Change 10. Re-engineering or process design 11. Business expansion 12. Structural quality improvement 13. Bench marking 14. Business process re-engineering
Major types of other changes

1. Growth 2. Unplanned change 3. Planned change 4. Radical change 5. Radically innovative change 6. Development 7. Transactional change 8. Transitional change 9. Strategy deployment 10. Re-structuring/down sizing 11. Remedial change 12. Evolutionary change 13. Revolutionary change
Leading Strategic Change 14. Proactive change 15. Reactive change (Westbrook Stevens, 2013)
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Learning Outcome 2 LSC 2- The role of senior manager in health and social care
The senior level managers in health and social care are responsible developing, managing and organizing the programs and projects across the area in line with strategy. In addition, development, implementation and management of local operating plans and budgets, manage and develop team, ensure service delivery. Moreover the senior managers are able to manage the social and healthcare organizations in public, private or non-profit sectors for survival; sustainability, cost limitations, growth and developments by adapt and align their strategic direction with changes.
LSC2.1 A systematic analysis of the role of managers in leading health and social care
The health care managers and administrators holding a role with the following responsibilities:1. Holding leadership and management responsibility 2. Control multiple units and departments 3. Spending significant amount of time in duties 4. Engaged and place high value of communication 5. Problem solving and decision making 6. Collaboration with other disciplines 7. People development and cost containment (LD, 1999) Besides that there are different senor jobs in health care sector, each job has its own responsibilities according to the nature of position, for instance a senior manager in care co-ordination- quality required the following skills according to the organizations requirement and nature. 1. 2. 3. 4. 5. 6. Leadership to care co-coordinators Active collaboration in analysis of quality, experience and efficiency. Participation in care unit operations Lead change through effective coaching and mentoring Assess performance of care-co-coordinators Partner and collaborative with hospital and medical staff leader
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7. Create positive working environment that helps to continuous improvement 8. Use the technology as supporting tool 9. Collaboration with team members and client partners to design and implement processes 10. Set goals for increased quality, improved patient experience and reduced cost 11. Communicate with targets levels and individuals levels 12. Create effective cross initiative solutions 13. Perform operational efficiencies and new capabilities 14. recruit and retain a professional team by participating staff interviews and hiring decisions 15. Attend meeting and events to create organizational awareness.
LSC 2.2- an Investigation of appropriate approaches to leading and managing change, change management theories/models in given situations
The general approach of strategic change is the industrial organizational approach and sociological approach. The industrial organizational approach is based on economic theory and deals with competitiveness, resources allocation, economies of scale and it used assumptions like rationality, self discipline behavior and profit maximization. The sociological approach deals in human interactions with assumptions of bounded rationality, satisfying behavior and profit sub-optimality. In strategy hierarchy, the strategic management is highest, because it is applying all parts of the area and it gives direction to the corporate values, culture, goals and corporate mission, besides that competitive strategies and functional unit strategies. There are some strategy also involved like corporate strategy, business strategy, functional strategy, operational strategy and dynamic strategy. Change management theories by John M Fishers change model explains how people respond to change and identified stages to follow a change process such as:1. 2. 3. 4. 5. 6. 7. 8. Anxiety and denial Happiness Fear Threat Guilt and disillusionment Depression and hostility Gradual acceptance Moving forward
The process of transition explained in Fig-1
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Fig-1
(Oranmore, 2009 - 2012 In-Tuition )
John Katters Change Model

This model recognized eight steps to consider for managing change and these convert the change of management theories into practice.
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1. 2. 3. 4. 5. 6. 7. 8.
Establish sense of urgency Form a guiding coalition Create a clear vision Communicate the vision Empower others to act on the vision Plan and create short term wins Consolidate improvements and produce still more change Institutionalize new approaches
This stepladder based on communication, focus and empowerment, in addition after the change take place embeds the new approaches and people not slip into previous habits. It is essential that monitoring and feedback and intervention necessary for a sufficient period after the occurrence of change. (Oranmore, 2009 - 2012 In-Tuition )
LSC 2.3- A systematic Analysis of contingency

Refers to (Business Dictionary, 2013), Simulation analysis that employs different qualitative assumptions (associated with probable events or phenomenon) to paint different scenarios, and tries to come up with the most optimal responses under the circumstances. Contingency planning identifying the future solutions for anticipated problems by systematic approach and as a result of contingency plan and its prediction helps to meet the goals and targets. The below questions can help to develop a contingency plan.
What events may occur that require a response? What disasters might happen during execution of the plan? What is the worst case scenario of events for the situation? What scenarios are possible for the situation? What event would cause the greatest disruption of current activities and plans? What happens if costs of the plan are excessive? What happens if delays occur? What if key people leave the organization? What are the expected moves of antagonists and competitors? Who or what might impede implementation of the plan?
(Power, 1986)
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Learning Outcome 3 LSC 3- How to reduce resistance to change in health and social care
Resistance prevents organizational change and it is vital to identify the resistance and build strategies to manage resistance effectively. The resistance may happen due to lack of information, confusion or disagreement with key information. It may arise from emotional and physiological reactions due to the fear of loss or abandonment. Resistance stay beyond immediate situation and it based on what change represents to a person and it entrenched and encompass personal, cultural, religious and racial differences. If the resistance transforms to commitment make the change process successful.
Refers to (Urban Health Partnership, Primary Care Group, Kings Fund, London W1M 0AN, 1998.) argues that, NHS have not changed many behaviours as listed below .
Summary points
Despite considerable structural change and numerous attempts at reform, the underlying nature of the NHS has remained remarkably stable and many behaviours have not changed This stability could be explained by the stability of the guiding principles that shape behaviour in the NHSCan do, should do, Doing means treatment, Treatment should fix it, and I am responsible These principles, though once appropriate, may now be reducing the NHSs adaptive capacity To allow proper reform of the NHS, we have to engage directly with these guiding principles and change them, rather than simply changing the organisational structure (Urban Health Partnership, Primary Care Group, Kings Fund, London W1M 0AN, 1998.) Since 1948 every government has re-invoked the founding principles and there is little agreement to how it should be organized. If adopt guiding principles that can mould guiding principles and behavior in NHS, besides that it can reform and change the principles and it can shape behavior by:1. Can do, should do 2. Doing means treatment 3. Treatment should fix it 4. I am responsible It will share several features that people come together from various perspectives, spend enough time together to move beyond first impression and engage in conversations and that generate possibilities. (Urban Health Partnership, Primary Care Group, Kings Fund, London W1M 0AN, 1998.)
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LSC 3.1 A systematic analysis of the reasons for resisting change

Refers, (Rick, 2011), expect resistance and plan for avoid it from the beginning of the change management program and it let efficiently to manage the resistance. The classical psycological reactions are denial, anger, bargaining, depression and acceptance, inaddition there are other typical reasons for resistance such as:1. Misunderstanding 2. Fear of the unknown 3. Lack of competence 4. Connected to the old way 5. Low trust 6. Temporary fad 7. Not being consulted 8. Poor communication 9. Change to routines 10. Exhaustion/ saturation 11. Change in the status quo 12. Benefits and rewards (Rick, 2011)
LSC 3.2- A critically evaluation of different ways of limiting and overcoming resistance to change
According to, (Outram), Formal and informal strategies have to be developed for harnessing and managing individualsCreating the preconditions in which change can occur is a key facilitation skill; reducing individual resistance to change through informal discussion and dialogue is as important as formal, public advocacy. Increasing the pressure for change is a less effective strategy to stimulate progress in HE departments/organisations where power is diffuse and essentially sapiential rather than positional. Therefore to establish the preconditions for change and the change must be relevant to all affected and confirm it result in important benefits and it should be understood and compatible and feasible with the participants, besides that to diagnose the reasons for resistance to change. The reasons may that their needs not met and believe that the change make easier to meet their needs or the needs outweigh the risks or the change necessary to avoid a harmful situation. In addition they believe the change process is being handled properly or change will work properly and it consistent with their values and they trust those responsible for the change. The change manager should create trust and it is a fundamental to the application of change. It is possible by avoiding the misleading and presenting different opinions and statements to different people, gossiping about others, blaming others for mistakes, competing with others, giving more negative feedbacks than positive and withholding information.
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Finally build confidence and influential and make clear communication with the participants of change.
Learning Outcome 4 LSC 4- The implementation of strategic change

As a consequence of reduction in government funding, increased partnerships with both private and non-profit organizations, and government policy to NHS organizations to more enterprising, competitive, innovative and entrepreneurial business ethics, the U.K health and social care sector demands cost control, efficiency and productivity. Besides that, the occurrence of chronic long term chronic diseases, high demands from patients choice and service access, aging population, development of medical and pharmaceutical technologies, political interference, need for clinical governance, increased accountability and social responsibility demands partnerships, strategy changes and implementation.
The implementation of change process consists of the following steps:1. Identify the change requirement by using SWOT analysis and PEST analysis and it make a vital role to identify the requirements. 2. Determine the major issues involved with the change process. 3. To identify and assess the stakeholders 4. Obtain the support of vital persons 5. Clearly identify the obstacles 6. Understand the degree of risk and cost 7. Identify why the change resisted and find solution for manage it. (Riley, 2012)
LSC 4.1 A critically assessment of the impact of organizational culture on change

A pattern of shared basic assumptions " invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration" that have worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems (Schein, 1992, p. 9). The organizational culture can examine in different levels and it reflected in the selection of cultural research and also development methods. The various methods generate information about the different levels of culture.
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The first level of culture shows a visible organizational process and different artifacts, such as dress codes, tidiness of the work place and behavior.
The second cultural level is organizations espoused values, such as official objectives, declared norms and operating philosophy. It will not reflect in day to day operations. It is the deepest level of culture level such as underlying assumptions. (Oedewald, 2002)
LSC 4.2- A critically assessment of the impact of stakeholders on the change process
Stakeholders analysis helps to identify all with an interest in change and need to be involved in change process also to improve services delivery such as clinicians, administrative staff, patients and user groups. Stakeholder involvement avoids conflicts and delays in change process. Identifying and prioritizing the stakeholders is an important process. The important stakeholders in health sector are the 9 cs such as:-
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1. Commissioners: those that pay the organisation to do things 2. Customers: those that acquire and use the organisation's products 3. Collaborators: those with whom the organisation works to develop and deliver products 4. Contributors: those from whom the organisation acquires content for products 5. Channels: those who provide the organisation with a route to a market or customer 6. Commentators: those whose opinions of the organisation are heard by customers and others 7. Consumers: those who are served by our customers: i.e. patients, families, users 8. Champions: those who believe in and will actively promote the project 9. Competitors: those working in the same area who offer similar or alternative services
The four sector table below shows the priority of stakeholders.

(NHS, 2006-2013)
LSC 4.3- A critically assessment of the impact of organizational politics on change

The organizational office politics plays especially during the time of organizational change and drive the politics in a productive manner diminishes the negative effects of politics, moreover redirecting the politics and during transition period clearly communicate how the organization doing.
Leading Strategic Change Effects of politics on organization and employees: 1. 2. 3. 4. 5. 6. 7. Decrease in overall productivity Affects Concentration Spoils the Ambience Changes the Attitude of employees Demotivating employees Increases Stress Wrong Information
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(Guide, 2013)
LSC 4.4- A systematical evaluation of appropriate method for ensuring the commitment of professional staff to strategic change
The implementation process in change has a high influence by HR. Competencies required for effectiveness and to solve the resistance issues and successful implementation of change required co-operation from HR. To participation of the HR without resistance is essential to provide and consider the following:Education and training Practice opportunities Feedback and reflection Support system Manage dual role as HR executive and change agent Change up, change sideways and change down Building successful partnerships such as synergy in thinking, co-ordinate action, use of scarce resources, sequencing projects, access to expanded skills and prospective.
(Bratton, 2001) Learning Outcome 5 LSC 5- The techniques for embedding change within an organization
To fix the change within an organization, there are various techniques that effects to the change process. Aware an overall picturisation of the change plan and act and implement it correctly. Firstly, remove the objectives and invite the attention of those who will be participating the change process and let them know there is no way back and create a crisis to go forward and inspire to obtain significant goals. Provide psychological support to executives and let them learn the aim and obtain it. Secondly, if required shake people from comfort zones and provide evidence to them for the need of change and fix the target time to finish it. Learn them to change and provide
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facilitator and make it easy and delayed awards for key people. Consequently build the change into formal systems and structure and give roles and assure involvement. Tell people what to do and not how and help the team and control the team. Let people action first and train new knowledge and skills. Finally, re-design the organization to behavior change and design and align rewards with behavior change and use formal rituals to confirm change. Therefore plan everyone together and create a motivating view of the future and break things down to smaller packages, besides that give them formal objectives and reestablish and build it into the social fabric and move to a new organization. (Changing Minds, 2013)
LSC 5.1 An investigation of techniques used to embed change in an organization

The control function ensures the actual results and planned results. Control tools and techniques used to identify organizational strengths and weaknesses on which control strategy must focus. There are financial and nonfinancial control techniques. The nonfinancial control techniques consist of:1. Rewards and punishments 2. Selection procedures 3. Socialization and training 4. Management hierarchy 5. Management by exception 6. Inventory and quality control 7. PERT Program Evaluation Review Technique (Ryszard Barnat LLM., 2005)
LSC 5.2- A systematic analysis of the strengths and weaknesses of different leadership strategies
Refers to (Mohlabe, 2011), great leaders always have great strategies and great result in leadership. The top ten leadership strategies are:1. Be vision conscious 2. Value people 3. Build a strong team of leaders 4. Know and embrace your values 5. Listen effectively
Leading Strategic Change 6. Communicate effectively 7. Be a catalyst of change .8. Be a good motivator 9. Don't be afraid to take hard decisions 10. Develop your leadership
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LSC 5.3- The recommended and justified appropriate leadership strategies for different change scenarios
The effectiveness of organizational strategy interdependent to the leadership strategy, without a great leader there is no success guarantee, besides that the work team not functions effectively. The leadership styles are: Leading from the front Supportive leadership style Interactive leadership style The leadership style strategies based on personality traits such as: Directive leadership Structured leadership Intuitive or process driven leadership When selecting a leadership strategy/style, the following points to be considered. Leader should aware not only own personality and traits, but also team member or follows A consistent leadership may not adopt throughout career Avoid imitations, because each situation is unique Try new approaches to solve work problems Enhance leadership skills and experience matter too.
(Guide, 2013) Recommendation

Out of autocratic leadership style, the laissez faire leadership style, democratic/participative leadership style and bureaucratic leadership style, it is recommended that, the democratic/participative leadership style, because the human brains are the base of innovation, if work in an order and obey system; there is no innovation and creativity. If there is no innovation and creativity, there is no progress and satisfaction. If there is no satisfaction, there is no ideal leadership or management exists.
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LSC 5.4- An Illustration of how an organization can retain the capacity for further change.
Refers to (Alliance, 2013), Capacity includes capabilities, knowledge, and resources that organizations needs in order to fulfil its mission through a blend of sound management, strong governance, and a persistent rededication to achieving results. Capacity building refers to activities that strengthen an organization and help it better fulfil its mission. These activities include, among others, strategic planning, technology upgrades, operational improvements, and board development. (Alliance, 2013)
Capacity building
The Capacity building and continuous evaluation and monitoring and enhancements helps to retain the capacity of future changes.
Conclusion
The change required in social and health care sector due to provide the ultimate quality services to the users, therefore planning procedures for effective strategy to solve the existing problems and apply changes without any resistance demands analysis and evaluation to obtain the solution to attain the ultimate aim of health care sector of ultimate satisfied quality service.
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