Saudi Electronic University Organization Change Roles Discussion and Responses
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Think about organizations that you are familiar with, organizations where you work/ed, schools youve attended, or organizations with which you associate.
Identify and briefly discuss a change/s in the organization.
Share what instigated the change?
- Examine the change in terms of the 4 organizational change roles, change initiator, implementer, facilitator, recipient and who carried out these roles.
- Discuss the position or title in the organization (leader, manager, supervisor, or employee) with the role they played.
- Evaluate if they were effective and why or why not?
- Do you think the change was effective? Why or why not?
POST
first AEED ALGARNIMinistry of HealthIntroductionRecently, the ministry of health has been experiencing significant changes in the approaches and measures used in public health. In Saudi Arabia, initiating such changes has been an essential consideration due to the impacts across the target areas (Hassounah et al., 2020). The ministry takes responsibility for all the aspects and factors that affect the population, making it a critical determinant of the overall population health. DiscussionWhile the ministry of health has been working on gradual changes occasioned by vision 2030, the recent past has seen changes due to the COVID-19 pandemic. The changes came in the priorities made, and the policies developed to actualize the counteractive measures developed in the organizations (Al-Hanawi et al., 2020). The government had to change the resource structures and the processes that could lead to the development of the interventions to work with the state of health affairs.The pandemic meant the changes should strategically meet the expected goals and objectives. The change initiators could be the pandemic and the World Health Organization (WHO), which influenced the health ministry’s approaches (Hassounah et al., 2020). The implementation of the changes captured the human resources within the health ministry. After developing the new policies, the expectation was that the workers and managers in the healthcare organizations would actualize the changes to counteract the pandemic. The primary facilitator of the changes was the government due to the public health interest in managing the pandemic. The population was the primary recipient of the changes, especially regarding the restriction of movement and the public health strategies that could influence the public.Since the changes had to be actualized within the organizations, the leaders, managers, and employees had a role in ensuring the changes were actualized (Al-Hanawi et al., 2020). The leaders and managers played the roles of facilitation by offering the support structures that could influence the benefits of the changes. The workers were expected to implement the changes, especially in guiding the population on the measures that could help combat the pandemic. In terms of effectiveness, these players had a role in guiding the strategic processes for actualizing the policy changes (Hassounah et al., 2020). The recommendations have helped the country reduce the burden of the COVID-19 pandemic for the effectiveness of the changes. People have undertaken social distance measures, vaccination, and personal protection, which have been influential in eliminating the gaps occasioned by the pandemic. Despite challenges in the initial stages of the changes, the gradual processes have been instrumental in instilling the changes and their benefits, with the industrial players having the core roles in meeting the changes and their requirements. ConclusionIn conclusion, the changes in the health ministry developed from the pandemic and the need for interventions. With the changes, the industrial players had a role in initiating, implementing, facilitating, and receiving the changes. Due to their inputs, the changes were effective in mitigating the adverse impacts emanating from the pandemic. ReferencesAl-Hanawi, M. K., Mwale, M. L., Alshareef, N., Qattan, A. M., Angawi, K., Almubark, R., & Alsharqi, O. (2020). Psychological distress amongst health workers and the general public during the COVID-19 pandemic in Saudi Arabia. Risk management and healthcare policy, 13, 733.Hassounah, M., Raheel, H., & Alhefzi, M. (2020). Digital response during the COVID-19 pandemic in Saudi Arabia. Journal of medical Internet research, 22(9), e19338.Second HUSSAM ALHARTHIOrganizational Change One of the organizations that I have worked in is a hospital that falls under the healthcare sector. Some changes took place throughout my time there. One of them was a shift in healthcare delivery from hospitals to ambulances. Due to a rise in patients, the hospital could not handle much at once. Therefore, the management decided to create an ambulance setting that could still provide patients the same kind of services without physically reaching the hospital. The hospital facility was small-sized with excellent services. It, therefore, could not serve a wide variety of patients at once. Due to the excellent services, there was an increased number of customers day-by-day hence it caused flooding. Therefore, a temporary solution had to be established to attend to all patients while awaiting the major expansion. Change initiators are the ones responsible for requesting the change. Due to the increasing population, the management saw it fit to opt for ambulance services. They were, therefore, the change initiators. Implementers are those who make the change successful (Greenhalgh & Papoutsi, 2018). The medical specialists made ambulance medical services successful on behalf of the hospital. Facilitators helped the patients adapt to the new conditions. The main facilitators were hospital employees, such as nurses. Change recipients are the ones to be influenced by the change. These were mainly the patients. Different position holders helped to implement the change that took place. The hospital’s leaders used their power to impact the community around them. They told them about the change and how beneficial it could be. The management helped all hospital employees embrace the transition successfully (Paes-Sousa, Schramm & Mendes, 2019). The supervisors helped to oversee and drive change. Employees ensured that patients and the surrounding community embraced the change. The change that took place in the hospital was effective. This is because the hospital managed to handle the faster-growing population after the division of services between hospital and ambulance services. Some patients were directed to the ambulance services, while others were treated in-house. It brought a balance in service offerings. The hospital also began to experience more returns by serving many patients; hence, they got a chance to expand their infrastructures quickly.ReferencesGreenhalgh, T., & Papoutsi, C. (2018). Studying complexity in health services research: desperately seeking an overdue paradigm shift. BMC medicine, 16(1), 1-6.Paes-Sousa, R., Schramm, J. M. D. A., & Mendes, L. V. P. (2019). Fiscal austerity and the health sector: the cost of adjustments. Ciência & Saúde Coletiva, 24, 4375-4384. https://doi.org/10.1590/1413-812320182412.23232019
