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Changes happen in various facets in an organization depending on the prevailing circumstances. Marquis and Huston (2012) argue that as the costs of healthcare rise, the number of workforce declines, advancements in technology increase, and knowledge expands, healthcare institutions “must continually institute change to upgrade their structure, promote greater quality, and keep their workers” (p. 163). For appropriate changes to happen successfully, processes and practices of planning and management of these changes must be effective and efficient. Therefore, the objective of this essay is to examine the transformation of First Crystal Care Inc. (FCCI) from non-accrediting body into accrediting body owing to the incorporation of the Community Health Accreditation Program.
Enhanced Status of First Crystal Care, Inc
First Crystal Care Inc. (FCCI) enhanced its status from the non-accrediting body to the accrediting body when it adopted and established the Community Health Accreditation Program. The enhanced status is a significant change because it transformed FCCI from a mere body that follows the standards set by accrediting bodies to a body that contributes to these standards. The adoption and establishment of the program increased the scope of operations that undertakes. Specifically, FCCI has extra responsibilities, which include assessment of community-based organizations to determine if they comply with healthcare standards set by the Centers for Medicare and Medicaid Services and other accrediting organizations like the Accreditation Commission for Health Care (ACHC) and Healthcare Facilities Accreditation Program (HFAP). Hence, FCCI has the capacity to influence the adoption and implementation of healthcare standards by community-based organizations.
The change, which is the adoption and implementation of the program, has significant impact on the roles and responsibilities of employees in FFCI. Being an administrator in FCCI, my roles and responsibilities increased considerably. Since the program is new, my additional role entails ensuring that its adoption and implementation occur successfully. Marquis and Huston (2012) assert that for change to take effect effectively, it requires the collaborative efforts of individuals involved. In this case, I often consult all stakeholders on how to adopt, plan, and implement the program. Change management another important role that I perform as an administrator. Grant, Colello, Riehle, and Dende (2010) hold that magnet model is effective in change management because it streamlines structures and promote professionalism, enhance transformational leadership, and nurture innovations. Moreover, effective change management lessens resistance, which usually occurs owing to the introduction the program. Coordination of activities between FCCI and the program is also an additional responsibility that I undertake as the administrator.
Since its inception, FCCI has complied with healthcare standards and has been providing superb healthcare services. With extensive experience in the provision of healthcare services, it has accumulated massive knowledge. Therefore, for FCCI to apply its experience and knowledge in the promotion of healthcare services among various community-based organizations, the creation of the program is necessary. Essentially, FCCI is a mature organization in that its stature makes it take a leading role in the sphere of community health, which entails setting of standards and assuming accreditation roles. According to Marquis and Huston (2012), mature organizations “function in an orderly and predictable fashion, and are focused on rules and regulations” (p. 175). In this view, the establishment of the program aimed at promoting quality of healthcare through the process the use of standards, rules, regulations. Analysis of the functions of the program indicates that FCCI has achieved intended outcomes.
As the creation of the program constitutes a considerable change in FCCI, it requires a rigorous process of change management. Marquis and Huston (2012) affirm that change management is an important process because it determines successfulness of planned changes in organizations. It is evident that FCCI adopted, planned, and implemented the program in a systemic manner. The adoption of the program is an important point of assessment because it determines the nature of nascent linkages between it and FCCI. Planned change is a very important point of assessment because it provides structures that support the creation of the program. Schifalacqua, Costello, and Denman (2009) state that, “planned change creates a roadmap that aids in minimizing the speed bumps and wrong turns” (p. 26). The challenges that the program experience are dependent on the planned change, as poor planning predisposes it to more challenges and vice versa. Another important point of assessment is the implementation processes or procedures. The implementation processes outline activities that take place in a sequential manner for purposes of monitoring the progress of the program. Hence, aforementioned points of the assessment show that FCCI adopted, planned, and implemented the program accordingly.
However, FCCI did not provide an effective and efficient mechanism, which enhances coordination activities between it and the program. Bevan (2010) argues transformation of the healthcare system requires the establishment of effective and efficient systems that mediate changes. Thus, to optimize the functioning of the program, FCCI should create effective structures or systems that streamline and links functions or processes.
Changes always happen in organizations in response to various factors. The change of adopting and establishing the Community Health Accreditation Program emanated from the maturity of FCCI. Having extensive experience in community health, FCCI expanded its roles and responsibilities by acquiring accreditation status. As one of the administrators in FCCI, my roles increased because I had to perform extra tasks such as adopting, planning, and implementing the program. Moreover, I had to develop structures and systems that streamline and link the activities of FCCI and the program. Assessment of the change shows that the adoption, planning, and implementation of the program involved a rigorous process. Therefore, to optimize the functioning of the program, FCCI should develop effective structures.
Bevan, H. (2010). How can we build skills to transform the healthcare system? Journal of Research in Nursing, 15(2), 139-148. Web.
Grant, B., Colello, S., Riehle, M., & Dende, D. (2010). An evaluation of the nursing practice environment and successful change management using the new generation Magnet Model. Journal of Nursing Management, 18(3), 326-331. Web.
Marquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and application. Philadelphia, PA: Lippincott. Web.
Schifalacqua, M., Costello, C., & Denman, W. (2009). Roadmap for planned change, part 1: Change leadership and project management. Nurse Leader, 7(2), 26-29. Web.
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