Organizational Development and Change Methods

Subject: Organizational Management
Pages: 3
Words: 858
Reading time:
4 min
Study level: Bachelor

The article defines various terms used in change management, including the different change types, methods, and enablers. They propose that every form of change should be aligned with a change method to establish its effect on transformation outcomes. By addressing the various change management and systematic change techniques, the researchers established that transformation agents should ensure that the change management method they adopt is appropriately aligned with the type of organizational change. The research is relevant to my paper as it gives a general view of the discipline of transformation management, together with the primary notions that enhance the comprehension of diverse relationships and dimensions of change methods and types. I can use this research in classifying my study’s institutional change status and selecting an appropriate technique for management and systematic change.

The authors illustrate how employing an organizational-level solution for health equity can impact healthcare institutions by enhancing the capacity to provide equity-oriented healthcare. According to this research, medical facilities should expect and plan for disruptions and, at the same time, maximize ownership opportunities of the intervention by individuals within the organization. Regarding my research, the authors of this article established that equity-related solutions should be established for maximum delivery within a short period, have a clear harm reduction lens and be evaluated using available data on an ongoing basis. They contribute to my paper through their discussion on the function of healthcare in fostering equity. The care dimension should be well-delineated, strategies thoroughly explained, and steps are taken to change healthcare delivery models.

The authors of this resource aimed to review the frameworks and theories that enlighten people on the organizational health literacy (OHL) concept, attributes, evidence for effectiveness, and facilitators and barriers to implementing the phenomenon. The findings of the research highlight various operational frameworks, theories, and implementation guidelines for health literacy. Regarding organizational culture and change, OHL is designed to assist researchers in building evidence-based, person-centered, and quality-driven care. Based on my research, the definition of healthcare is expanding and changing to account for the increasing health determinants. Therefore, incorporating OHL in organizational change will stretch beyond enhancing understanding, navigation, and data utilization, resulting in a new meaning of health literacy. Consequently, OHL conceptualizations will grow organizational culture to include stakeholder empowerment and intersectoral collaboration.

Digital transformation (DT) involves the integration of technological advancements in all business areas to change how an organization operates and delivers services and value to clients. The authors of this article provide an updated, comprehensive review of the DT concept from a manager’s perspective. They synthesize and integrate current knowledge into a connective framework and clarify boundaries to examine the phenomenon from the organizational change viewpoint. The findings of this research encourage managers to deal with the challenge of strategic digital transformation effectively, thus crucial for my paper. The authors have identified significant insights and shifts towards digital business environments and flexible organizational policies that inform strategy practices and institutional change. Therefore, the study creates an essential basis for my research by helping healthcare organizations to be strategically ready for the digital age requirements and change.

The significance of features of organizational context in determining the incorporation of evidence-based practices (EBPs) in medical care environments has been established in the past. The authors of this piece further provide an integrative review of how this phenomenon has been operationalized in healthcare. They also describe the possible interrelationships between the six pre-dominant contextual features that affect the application of EBPs. Regarding my research, this article provides a set of organizational contextual elements that can be used across care settings to inform organizational culture and change. The shared commonality in how organizational context is defined, measured, and assessed can guide how EBPs can be implemented or changed.

According to the author, organizations are typically viewed as bureaucratic structures that are race-neutral, neglecting their role in social race construction. She develops a theory that bridges this gap by arguing that organizations are cognitive schemas or racial structures that connect institutional rules to material and social resources. Viewing race as an essential element of firms enables people to understand institutions’ daily functioning and formation better. The findings of this research are relevant to my organizational development and change study in that incorporating a structural racial inequality theory will promote a better understanding of change, stability, and racial inequality institutionalization. As a result, a greater focus will be placed on how organizations respond to racial state policy changes to diminish or enhance racial group agency.

The authors of this article sought to identify, evaluate, and create an organizational model that measures interactions between different elements that affect the institution’s readiness for change in the service sector. Most healthcare companies experience challenges such as rapid technological advancements, emerging trends, and strategic competence, which heavily impact their customers and employees. The article contributes to my research by discussing the significance of these firms focusing on how change can be managed within the institutional context. The study identifies the critical factors that drive organizational readiness for change, such as policies and culture. The elements are believed to support the management of healthcare organizations to ensure successful change implementation.


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