Organizational Development Proposal for City Center Hospital, Thesis of Business Accounting

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Organizational Development Proposal Ashford University BUS 370 Organizational Development

Organizational Development Proposal The paper uses three parts to address the ethical issues in the City Center Hospital. The first part will summarize an action research case study. The second part will give a justification to explain the type of problem faced. Additionally, it will contain a discussion on an active process and intervention process for addressing the challenge. The following part will describe the responsibilities of the consultant during the intervention, rank the competencies and ethical behaviors required to apply the intervention successfully, describe the approved research approaches and the data evaluation/collection methods that will be used during the intervention, come up with an outline for the intervention, and recognize expected resistance to the change and reconciliatory strategy. The last section will explain the expected outcomes of using the intervention and give possible reasons for the forecasted results. Specifically, it will identify low employee morale levels and poor working relationships as the main problems that the hospital faces. An action process research and a human process intervention will be used to try to resolve the issue. Lastly, possible outcomes of applying these strategies to the hospital will be outlined. Part I Case Summary and Problem Identification The City Center Hospital is a big outpatient center located in Kansas City. The healthcare organization's top leaders, such as the Chief Executive Officer, Director of Nursing, and the Human Resource Manager, are worried about the nursing experts' low morale level exhibited by the organization's nursing experts. This issue causes serious problems that hinder the organization's progress as the workplace environment is harmful and challenging. Additionally, nurses are outsourced and are, in most cases, hired on a contract basis. On the other hand, their counterparts like the DON, HRM, CEO, and the unit managers in the surgery center enjoy full-

Considering the data that was given by the organizational development specialist, there is a need to create a plan to boost workers' morale, enhance communication, and resolve the teamwork challenges between the nursing professionals, physicians, and the unit managers. After deciding what project to conduct, a one-day workshop can be held to review the issues raised and determine how to rectify them. After doing all these, what follows next would be the three phases of the action research; the planning, the doing stage, and the checking stage. In the planning phase, the organizational development consultant will emphasize strategies that can help bridge any gaps. This stage is where the OD specialist will conduct a primary diagnosis on the challenges, collect data, analyze the data gathered, forward the feedback, and determine a suitable plan of action to rectify the challenges. Following these steps will help develop more competent leaders and boost workers' morale irrespective of the challenges faced, thus allowing them to create a positive attitude towards the hospital and become more active when performing their duties (AHRO, 2001). Failure to adhere to these steps would hinder gap identification and cause more challenges when implementing the change. Commencing this planning phase will require the organizational development consultant will hold a meeting with the Chief Executive Officer, Director of Nursing, and the Human Resource Manager to identify the issues that cause a poor association between the physicians, nursing experts, and the unit managers. Additionally, the OD expert will then address the low morality issue and determine what causes it. Specifically, the OD specialist will ask questions that attempt to find the root cause of low morale among employees. Once relevant information is collected, the OD consultant will distribute the affected workers on round tables to collect more data or ideas on morale-related issues to resolve them.

The round table approach will help address the issues that make low morale workers and review the performance trends and the complaint issues raised. Once all the information collected is analyzed, the OD expert will meet the unit managers for the second time and share the outcomes received and resolve them. An example of a solution for the nurses' low morale level would be developing work settings that enhance patient safety (Institute of Medicine, 2004) by deploying the nurses based on how they comprehend the science of patient safety (Kimball & O'Neil, 2002). Concerning the poor relationship between the physicians, nurses, and the unit managers, the OD specialist will firmly state that the groups are dysfunctional and lack appropriate mechanisms for handling conflicts. The OD consultant may also point out that hiring healthcare providers on a contract basis causes poor collaboration between the teams. The OD consultant will collaborate with the City Center Hospital's unit managers, including the CEO, to find solutions for the issues found and decide on the intervention method to best fix the emerging problems. The workshop meeting will be used to; educate members on how to resolve conflicts, train workers on how to use various communication styles, design group rules, and teach about team-building skills. All the sections that require reviewing will be outlined during the one-day workshop meetings, and once all parties have agreed to proceed with the actions proposed, the OD expert will carry on to the Doing stage/phase. The next stage in the action research process is called the Doing phase, and it is the stage where the interventions agreed upon are implemented (Bierema, 2020). To implement this phase effectively, a conference room/venue will have to be booked. Another requirement is that all the physicians, unit managers, nursing experts, Director of Nursing, and the Human Resource Manager will have to be informed about one month before the session begins to give them enough time to clear their schedules. While relaying the information, all the parties affected will

building exercises will be taught to boost worker relations and efficiency by enhancing verbal and non-verbal communications and increasing trust amongst workers (McEwan, 2015). Examples of team-building exercises that will be used include games. Members within the teams will also be rotated to make sure that all employees interact with one another. Team building exercises will make the City Center Hospital workers feel more comfortable communicating with one another, improving their trust in colleagues, and working together more effectively. When applying this intervention, the OD consultant's responsibility will be to direct the City Center Hospital through the entire change process. Specifically, the OD consultant will teach the required skills and tools required to create a healthy work environment. More so, he/she will create the change priorities required when implementing the intervention, gather and interpret data using scientific methods, communicate the results to all the workers of the City Center Hospital, develop action plans depending on the results, and implement the action plans agreed upon. Lastly, the consultant will set in motion a self-rectifying mechanism for identifying defaults and sustain and promote the system used by the City Center Hospital. The Proposed Timeline The proposed timeline for implementing the organizational development strategy is 90- days. During this period, communication training and team-building skills will be commenced. Teams will be formed within the healthcare organization to cooperate and brainstorm on issues to find solutions for the remuneration issues and improve workers' morale. New leadership skills will be taught to help create a good working foundation. After the elapse of this timeline, employee performance and teamwork success will be measured using questionnaires and interviews. Suppose further interventions will be needed after this period, a new plan will be created, and the necessary steps will be taken to address them.

The Competencies and Ethical Skills Required To perform the above role, the OD consultant must have proficient interpersonal skills. Low employee morale, communication breakdown, unfair treatments, and teamwork are the organization's challenges. Therefore, effective listening and communication skills will be vital to facilitate appropriate seminar training skills and ensure employees get appropriate exercises. The ability to face challenges with a positive attitude will also help boost the organization's staff morale level in the organization. Research and Data Collection Methods A quantitative research approach will be used when applying this intervention. Data will be collected via questionnaires and interviews to ensure that every view of the participants is captured. To obtain meaningful interpretations from the data collected, inferential and descriptive scientific analysis techniques will be used for evaluation. Resistance to Change When implementing the intervention, one possible resistance would be that some employees may not want to be involved in the team-building exercise. This may happen due to the perception of having higher ranks or having a negative attitude towards some workers. Six strategies will be used to address this resistance. The first approach will involve isolating the source of resistance by interviewing the workers individually to find out whether they can positively respond to team building. A list of distinct objections will also be created during the interviews, as knowing the objections will provide opportunities for addressing them. Objections caused by the differences in team dynamics will be addressed by providing suitable solutions. For instance, teams will be changed from time to time to create groups with members that can work together. Education programs will be used to enlighten the workers on the importance of

Conclusion In summary, the City Center Hospital needs to hire a skilled OD Consultant to address an unhealthy work environment like poor working morale, communication breakdown, poor relationships, and job dissatisfaction. The OD Consultant can apply an action research process consisting of the planning, the doing, and the checking phase. This approach will also require a human process intervention, which entails team building and training employees on effective communication skills. Nonetheless, some employees are likely to be resistant to change, but this can be tackled using various measures. These include choosing trusted individuals as group leaders to help solve the issues causing resistance, holding individual interviews with the employees to find the root cause of the problems, creating an objection list, and even giving incentives. References

Agency for Healthcare Research and Quality (AHRQ). 2001. Reducing and Preventing AdverseDrug Events to Decrease Hospital Costs. Publication number 01-0020. Rockville, MD:AHRQ. [Online]. Retrieved from: http://www .ahrq.gov/qual/aderia/aderia .htm Bierema, L. (2020). Organization development: An action research approach (2nd ed.). Zovio.https://content.ashford.edu/books/Bierema.6269.20.1/sections/sec1. Institute of Medicine of The National Academy (2004). Keeping Patients Safe: Transforming theWork Environment of Nurses. Retrieved from:https://www.ncbi.nlm.nih.gov/books/NBK216194/ Kimball, B., O'Neil, E. (2002). Health Care's Human Crisis: The American Nursing Shortage.The Robert Wood Johnson Foundation. [Online]. Retrieved from:www.rwjf.org./news/nursing_report.pdf- Lacerenza, C. N., Marlow, S. L., Tannenbaum, S. I., & Salas, E. (2018). Team developmentinterventions: Evidence-based approaches for improving teamwork. AmericanPsychologist , 73 (4), 517. https://psycnet.apa.org/doi/10.1037/amp Lewis, K. (2020). How to Deal With Resistance to Team-Based Work Groups. Chron. Retrieved from https://smallbusiness.chron.com/deal-resistance-teambased-work-groups- 39873.html McEwan, B., PhD. (2015). Organizational development: Begin with a healthy infrastructure. Organization Development Journal, 33(3), 23-