Organizational Change Plan
– Part I The purpose of this paper is to create a plan for an organizational change that will include the examination of the proposed change, organizational, and individual barriers. Along with identification of factors that influence the change. A summary concerning the readiness for change within the organization will be provided and the theoretical model that relates to the change will be discussed. Finally, internal and external resources that are available to make the change a success will be discussed.
Examine the need in the organization for change
Change is needed as evidenced by three critical steps. First, the decisions made by leadership have affected the behaviors of each employee within the organization in a negative manner. Second, mobilization that shaped the behavior of SC employees internally has been disrupted causing low morale and rebellion. Third, the action made by upper management has a reaction, mobilizing adaptive behavior is gone and unless these three steps are corrected the company is in jeopardy (Spector, 2010).
SC is one of the largest hospice providers within the United States. It was founded in Birmingham, Alabama. Today there are more than 75 offices in 15 states and provides care to over 3,000 patients. SC is located in non-Metropolitan areas, which are in need of hospice services (“Southern Care at a Glance, 2012”).
SC is an organization of caring for those who curative measures are no longer an option. Each state is divided into regions and governed by a president, vice president, administrators, and directors who manage each office in their region. In addition, each SC office employs a dedicated care team composed of Registered Nurse Case Managers, Social Workers, Hospice Aides, and Chaplains, the administer over sees each staff member. Volunteers also provide valuable support to our staff and our patients in the office as well as in the patient’s home ("Southern Care at a Glance, 2012").
SC’s region E2 consisting of the North Eastern part of the United States has experienced corporate turn over with key positions being reorganized. SC does not offer competitive wages but did offer flexible scheduling that was important to the staff. Many staff work from home and this perk was eliminated without warning or cause. Resistance has occurred with high turnover and many employees are unsatisfied. As a consequence census is dropping resulting in layoffs and lower employee morale. Corporate continues to deny employees the option of working at home.
The recommended change are to offer employees flexible scheduling. In the past, SC worked a straight eight am to five pm, with on call rotations for after hours. By initiating two separate shifts and on call services from 11pm to eight am allowing staff to make his or her schedule. This proposal would satisfy staff with flexibility and incubus corporates orders of no one working from home. Examine organizational and individual barriers to change. SC’s upper level restructure came from many leaders retiring and others being promoting. The new upper level has a dictator mentality and needs to realize that According to Spector (2010), “Failure to address the requirement for effective change leadership can prove disastrous” (Spector, 2010, p. 195). SC entered Pennsylvania four years ago and working from home was the norm. It kept morale high and allowed equal balance of professional and personal life. When this benefit was taken away without rationale it also took away employee trust, respect, and what was promised in place of pay.
Individual barriers consist of staff that is defensive and untrusting because of previous promises broken in order for staff to take less pay, reduction in personal fulfillment, real stress, and loss of personal power or equilibrium (Borkowski, 2005). Identifying factors that might influence change. To encourage change leadership must realize the problem in order to influence the change process. The root of the problem is staff feels lied to and loss of workplace control. Leadership needs to realize the action taken along with the presentation has taken a positive work environment to one of resentment.
Leadership will be influenced to negotiate change when the adverse effects are noted and discussed. The rebellion and negative consequences must be dealt with in order to recreate the harmony and family oriented atmosphere.
Summarize factors influencing organizational readiness for change. SC is in a position for change because staff is resentful and has lost the need for success. Many have left requiring the organization to buy external staff. This is difficult because of patient care is priority. While orienting staff other employees will be required to handle a double caseload plus, orient new staff. Also, the marketing team has been affected and without active marketing strategies census will continue to fall. SC of Altoona is at risk for detrimental corollaries if change does not occur. Identify the theoretical model that relates to the change. Adams Equity Theory is described as inputs and outcomes. Inputs are what the employee offers such as skills, experience, and education. Outcomes are what the employer offers, flexibility, salary, time off, and working from home. When staff feels there is an inequity then six methods of retaliation may occur, According to Borkowski (2005),
“Altering inputs—Reduce productivity, take longer break times, and use sick days for personal activities.
• Altering outcomes—Try to obtain an increase in pay, a bonus, a new job title or the person may resort to taking supplies from the company for personal use (i.e., stealing).
• Cognitively distorting inputs or outcomes (self)—Describe how much harder he or she is working.
• Leaving the field—Transfer to another department or quit the organization.
• Distorting the inputs or outcomes of the comparison other—
The other person’s job is described as routine and unchallenging.
• Changing the comparison other—Find someone in the organization more like himself or herself—another high-performing worker” (Borkowski, 2005, p. 146). Also, Lewin’s Force Field Analysis would be beneficial as this model explains that change can be portrayed in one or two ways. The first is to intensify the change in a positive direction. The second consists of diminishing the strength of rival forces (Spector, 2010). Lewins’s Force Field Analysis comprises of three steps unfreeze, change, and refreeze (Spector, 2010). Identify internal and external resources available to support the change initiative. Internal resources will consist of compromise on the sides of both parties. Corporate executives will need to realize the importance of the staff and the promises made. By allowing staff to be flexible with schedules but not changing the input expected, the outcome will remain the same as before the extinction. External resources consist of buying new staff, orienting, forming, and applying the new structure.
In conclusion, SC executives are aware of the animosity over recent decisions. To transform itself into a more flexible organization, compromise and equity must be met. Examining the problem and factoring the pro’s and con’s with staff included for possible alternatives and empowering employees will conquer and promote SC as a whole.

. References
Borkowski, N. (2005). Organizational behavior in health care. Retrieved from University of Phoenix EBOOK Collection
Southern Care at a Glance. (2012). Retrieved from http://www.southerncareinc.com/content.php?ID=11&v=1
Spector, B. (2010). Implementing organizational change Theory into practice (2nd ed.). Retrieved from University of Phoenix EBOOK Collection