Nursing Administration Powepoint

7/21/2019 Nursing Administration Powepoint

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By: Jore L. Roco & Maria Angelica Fernandez

Change Theories


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Change is defned as "the process oalteration or transor!ation o indiid#als$gro#ps$ and organization #ndergo in responseto internal actors."


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To !eet changing clients needs

To !eet changing !ar%et conditions

To respond to internal press#res

To ta%e adantage o ne opport#nitiesTo respond to co!petitie press#re

Purpose of change in ourProfession


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Factors that cause

change


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Ca' 'e either planned or #nplanned

Change Agent ( is the indiid#al ho is

responsi'le or ta%ing a leadership role in!anaging the process o change

Performance Gaps - the di)erence 'eteenthe stat#s *#o and the desired ne standard

o peror!ance or desired organizational state

Managing Change in anOrganization


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Levels and Targets of change- Changeagents !#st identiy the leel at hich their

e)orts ill 'e directed. +)ects can 'e !ade tochange indiid#als$ gro#ps$ and entireorganizations.

TARGT !AMPL

,ndiid#al Fire a person and replace hi!-her ithso!eone else.Change %noledge$ s%ill$ attit#de$ or

'ehaior

Technology Replace eisting technology ith a !ore!odern !achine or ay o doing or%

/tr#ct#re Change ro! #nctional str#ct#re to aprod#ct diision str#ct#reAdd a ne depart!ent or diision$ orconsolidate the eisting ones

0rocesses Change the pay syste! ro! ho#rly ages tosalaries

C#lt#re ,!ple!ent a progra! to enco#rage al#ing*#ality and serice

Manage!ent +nco#rage participation in the diagnosis andsol#tion o pro'le!s 'y people at loer leels

to replace a top(don approach


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"#stems Approach- sinceario#s ele!ents o anorganization are all part o ainterdependent syste!$ a change

in any single target oten leads tochanges in the others.

Content and process- Content

is the aspect o change$ andprocess is the ho di!ension ochange.


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Recognizing the need for change

"etting Goals

1iagnosing the present conditions in relation

to the stated goals.1efning the transition state actiities and

co!!it!ents re*#ired on !eeting the #t#restate.

1eeloping strategies and action plans.

Programming Change


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Lein3s Force(Field !odel

Lippit3s 0hases o Change

4aeloc%3s ModelRoger3s 1i)#sion o ,nnoations

5 Change Theories


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Le$in%s & "tep model of thechange Management


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/ociologist 6#rt Lein 7898; enisioned thatany potential change is interplay o !#ltipleopposing orces.

The driving forces and restraining forces.


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Analyzing the restringing orces or driingorces$ this ill a)ect the transition to the#t#re state. These restraining orces illincl#de the reactions o those ho see changeas #nnecessary or constit#ting a threat.

Assessing hich o the driing or restrainingorces are critical

Ta%ing steps 'oth to increase the criticaldriing orces and to decrease the criticalrestraining orces.

FORC F'L( A)AL*"'"


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T4R++ < /T+0/+=>+?T,AL M@1+L @FT4+ C4A?+ 0R@C+//


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?eed or change so o'io#s that theindiid#al$ gro#p$ or organization can readilysee and accept it

,t is the process o creating a cli!ate ready or

change

+)FR,')G


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Compliance < ,t is achieed 'y strictly enorcingthe reard and p#nish!ent strategy or good or'ad 'ehaior.

'dentication < ,dentifcation occ#rs hen the

!e!'ers are psychologically i!pressed #pon toidentiy the!seles ith so!e gien role o!odels$ hose 'ehaior they o#ld li%e to adoptand try to 'eco!e li%e the!.

'nternalization < ,nternalization inoles so!einternal changing o the indiid#al3s tho#ghtprocesses in order to ad#st to a ne eniron!ent

C.A)G')G


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Means loc%ing the ne 'ehaior pattern intoplace 'y !eans o s#pporting or reinorcing!echanis!s

RFR,')G


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L'PP'T%" P.A""OF C.A)G


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The /een phases o change ela'orated onLeins Three /tep Change Theory

The seen step theory is to oc#s on the roleas a change agent thro#gho#t the eol#tion ochange

The %ey to change is haing the right personto 'e the oice o change and the s#pport or

the changeD e!poering the process.


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"/) P.A"" OF T.C.A)G PROC""


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1#ring this phase the n#rse !anager as

change agent loo%s at all possi'le((((((((((((((((((( and ho ill 'e a)ected

Phase 01 (iagnosing thepro2lem


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0ossi'le sol#tions are deter!ined and thepros and cons o each are orecast.

Phase 31 Assessing themotivation and capacit# for

change4


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The change agent can 'e eternal or internal

to the organization or diision. An eternalchange agent !ay hae eer 'ases '#t !#sthae epert credentials. An internal changeagent$ on the other hand$ %nos the people.

Phase &1 Assessing the changeagent%s motivations and

resources4


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The change process is defned$ a detailed planis !ade$ ti!eta'les and deadlines are set andresponsi'ility is assigned. The change isi!ple!ented or a trial period and eal#ated.

Phase 51 "electing progressivechange o26ectives4


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The change agent ill 'e actie in the changeprocess$ partic#larly in handling personneland acilitating the change. ConEict andconrontation ill 'e dealt ith 'y the changeagent.

Phase 71 Choosing the appropriate roleof the change agent4


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1#ring this phase$ its e!phasis is onco!!#nication$ ith eed'ac% on progress.The change is etended in ti!e. A largechange !ay re*#ire a ne poer str#ct#re.

Phase 81 Maintaining the

change4


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The change agent ithdras at a specifed

date$ ater setting a ritten proced#re orpolicy to perpet#ate the change.

Phase 91 Terminating the

helping relationship4

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