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Introduction
There are dynamic implications associated with an organizational change mainly because of the alteration in the hierarchy system. According to research, corporate culture enshrines the apt utilization of the standard policies and practices among the workers to ensure the efficient flow of services during duty hours (Glenn and Guerrero, 2016). However, the shift in the roles significantly affects the connectivity among the laborers mainly because of the incorporation of new policies. The incorporation of recent directives from the incumbent government means the diversification of the socio-cultural frameworks among the distinct entities.
To ensure the smooth running of a social organization, the board constitutes a hierarchy of directors and volunteers. Each organization formed has up to thousands of facilitating personnel across the world. These facilitators are funded by; stakeholders, volunteers, strategic partners, and the government in some countries. Each of the volunteers involved has a different interest in participating in the organization’s goal. Additionally, every individual has a personal view politically, socially, spiritually, and mentally within a changing organizational culture (Alvesson and Sveningsson, 2015). As a result, the people in the organization hold more influential and decision-making abilities when it comes to determining whether or not the organization will achieve its core purpose. Therefore, the mandate of the board of directors engulfs evaluating the effect of social organizations on individuals within them (Aldashey and Navarra, 2018). Prior case studies show cultural differences in communities bring about different opinions, which often lead to incidents. Different countries uphold different social-cultural practices, such as etiquette regarding male and female interactions. In such a scenario, social organization members risk provoking the residents by not honoring their beliefs and consequently jeopardizing the organization’s effectiveness.
Individual values and characteristics are the core components of a good volunteer. The organizations involved should strategically allocate duties and responsibilities to individuals that understand the need to respect different ethnic backgrounds. According to Vertovec (2021), cultural ethnicities are bound by race, sexuality, and disability. In most cases, the sexuality aspect is given more echoing in forums to highlight the norms and practices. Similarly, the researcher further articulates that it is crucial that race and disability get the highlight to prevent discrimination and provide service to all according to the organizational goals. Community welfare is the corporate goal; in an attempt to prevent exploitation, it is vital to enlighten the individuals on the significance of diversity and beliefs.
Resource management is another concrete factor that affects the environment, such as water resource availability across dynamic communities. In the entire planned activities’ portfolio, social organization prioritizes equal distribution of such natural resources, including land and property, in terms of food. Rarely do organizations look into forums through representatives whose environmental interest is not projected (Vertovec, 2021). Nevertheless, one of the profound challenges affecting communities engulfs social organizations’ poor project management practices that trickles down to negative effect on employee welfare (Dundon and Rollinson, 2011). Incorporating poor maintenance practices risks the pollution of the dams and other water resources hence emerging as health hazards over the beneficial concept. Therefore, it is crucial to establish policies that elevate developmental projects and maintenance procedures to intensify the communities’ long-term trickle-down effect of benefits.
Following the mandatory environmental regulations, the organizations significantly achieve dynamic goals and objectives regarding project management. In this case, a researcher argues that the efficiency of the ecological rules entails the integration of awareness campaigns among the community members regarding the developmental projects. Apart from awareness campaigns, it is crucial to determine the incentives to offer to the communities to enhance the commitment to implement sustainable practices such as planting trees. A sustainable environment similarly refers to the peaceful coexistence between two or more communities or countries as a managerial strategy especially in workplace environments (Gennard and Judge, 2010). A social organization places its interest in creating a friendly environment to promote economic and structural growth. Consequently, an organization’s success is ensured by changing the mental perspective of the communities involved (Aldashev and Navarra, 2018). These projects are carried out by the organization involved via volunteers aiming to meet the young people eligible for such forums.
Succinctly, cultural practices’ effects on the people in the social organizations feature negative and positive results. The main goal of a social organization is to incorporate policies and procedures that enhance growth and development. In this case, the institutions focus on improving sustainable practice through integrating project management ideologies. It is essential to engage the community members in the development agendas while appreciating cultural diversity as the foundation of peaceful coexistence.
Organization’s External Environment
There is a prominent interference from the external environmental factors encompassing intersectionality of distinct aspects. According to the case study, it is the government’s responsibility to ensure a boost in the performance quotient of the healthcare institutions. On the one hand, the administration incorporates measures elevating the involvement of general practitioners in implementing an action plan that is community and patient-oriented. On the other hand, the government focuses on the significant effectiveness in service delivery to the community and the patients. Therefore, the distinctive external environmental variables affecting the proficiency in the service delivery system include the competence level among physicians, socio-demographic traits of the patients, voluntary organizations, local community, patients, and the public sector entities. Ideally, the external environment is an interdependent mainframe that significantly impacts the functional internal variables and the quantification of the outcome.
CCG’s Main Internal Stakeholders
The main internal stakeholders in the CCG include 40 general practitioners, clinicians, and 15 managers. The distinct professionals significantly contribute to the organizational structure’s optimal performance within the CCG. The CCG faces a significant challenge in restructuring the institution while ensuring retention and improving the healthcare service delivery system. The lack of guidelines regarding engagement and participation risks the core aspect of sustainability on growth and development. The internal and external environmental variables coordinate towards deriving key benefits and promoting significant outcomes along with the high-quality population health index.
Main Challenges Facing Internal Stakeholders
The organization’s restructuring involved the intersection of initiatives and departments to boost the core element of performance. However, the internal environmental variables faced increased stress mainly because of the demand to satisfy the distinctive internal environmental features, such as customers’ service experience. Notably, the customers’ loyalty was influenced primarily by the disparate comparison in their money’s worthiness changes. It is the responsibility of the CCG managerial team to incorporate measures that boost the quotient of service provision.
Needed Changes to Address the Challenges
The fundamental changes that need to occur include incorporating an effective and functional organizational culture boosting coordination among distinct elements. Burnout is a critical problem in the healthcare sector due to the phenomenal reduction in the energy and enthusiasm revealed through emotional exhaustion, low morale, and frustrations. These qualities negatively affect workers’ performance, which primarily translates to poor healthcare services to patients (Hu et al., 2020). Different factors contribute to the emergence of burnout among nurses. An excellent example is the influence of leadership within institutions. On the one hand, a leader contributes to developing a competent organizational culture in the workplace. On the other hand, leaders face the challenge of enhancing optimal profitability against the welfare of the nurses and patients. In this case, Mudallal, Othman, and Al Hassan (2017) establish that it is crucial to determine the integral value of leadership empowerment in promoting a balance across the different entities. The profitability of an institution depends on the performance of the nurses. Therefore, it is essential to assess the knowledge and skills capital to compare the targeted profit margin and customer satisfaction marker. The interdependence between nurses’ welfare, patients’ care, and profitability relies on leadership qualities.
Organizational culture plays a crucial role in determining the welfare of the employees and the customer service experience. In this case, Mudallal, Othman, and Al Hassan (2017) argue that burnout indicators that all leaders should observe among nurses include depersonalization, emotional exhaustion, and individual accomplishments. These indicators foster the evaluation of the factors that influence the workers’ behavior, including autonomy, work shifts, and type of hospital. Therefore, it is vital that leaders and management focus on deriving strategies that alleviate the tendency of overworking the personnel and ensuring the implementation of prominent solutions (Hu et al., 2020). These solutions include considering the job expectations, the working conditions, and relationship-building strategies. Apart from poor leadership philosophies, another factor that leads to burnout among nurses is the shortage of healthcare providers demanding longer working hours for their employed counterparts.
Impact of Organization Development Plan to Implementation of Changes
The proposed organization development plan focuses on the concept of improving the interdependence and coordination among the various professional personnel. One aspect is the provision of constant information to patients and the general practices as an initiative steering organizational development and change aspect (Cummings and Worley, 2015). Another initiative is the advocacy for the swapping and job-shadowing among the entities to enhance the retention and improvement in the customer service experience. Therefore, the stakeholders understand individual interests and the priorities concerning dynamic activities and processes. The action plan further establishes platforms for the engagement of nurses through the distinctive focus groups and the exchange of experience-based values (Oreg and Berson, 2019). Notably, the action plan further conveys the consistent flow of regular updates and details through the monthly newsletter. As a result, the program attributes the critical outcome to leadership and management as the pillars of elevating the functional essence of organizational cultural dimensions.
Proposed Organization Development Interventions
It is suggested that the organization focus on integrating customer and community-centric initiatives to elevate the performance quotient. The two vital factors that impact the organization’s performance and the practitioners are community involvement and the customers’ satisfaction. In this case, the evaluation of the intervention should involve the engagement of the distinctive parties towards the assessment of the operational baseline to understand the importance of the intersectional values.
Burnout among nurses highly affects their performance, reflecting poor service experience among the patients. In addition, poor leadership is the prominent factor leading to the high turnover rate of employees in our institution, eventually fostering overworking among the other workers. The key indicators of burnout include emotional exhaustion, frustrations, and reduced energy in service delivery. As a result, it is essential to establish the factors contributing to overworking for the nurses, such as insufficient personnel and poor leadership philosophies. The determination of these components attributes to the development of initiatives that improve relationship-building among employees and employers and focus on policies boosting the welfare of patients, nurses, and the organization’s profitability.
Resistance to Change
The resistance to change is prominent across the realm of customer satisfaction. One of the critical factors that enhances customer satisfaction is a consistently high-quality service experience. As a result, it is essential to establish the key initiatives that improve the interdependence among the stakeholders on improving quality assurance. The lack of distinctive essence affects the primary goal of improving customer loyalty and affirmative purchasing decisions. Therefore, the key mandate for the managerial team enshrines articulating the dynamic variables that affect the flow of operations and consumptive behavior among the entities.
Additional Organization Development Interventions
The increasing human population demands an increase in the number of hospital attendants to reduce the rationale. The primary role of a medical practitioner includes protecting the patients’ lives. As a result, the nurses commit to covering longer shifts to boost the provision of services to the clients (Hu et al., 2020). The two major causes of overworking among medical practitioners include poor leadership and a shortage of healthcare workers. Working longer hours without rest causes burnout, a risk to nurses and patients mainly because of the possible impairment of judgment calls. The increasing burnout rate among nurses is an issue that highly affects the quality of services rendered to patients due to the abound stress in the performance outlier.
Schedule for Proposed Organization Development Plan
There are distinct aspects that contribute to the effective organization development intervention process. However, the efficacy relies on the intersectionality of critical initiatives within a scheduled action plan framework.
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Schedule 1: This encompasses investigating consumer needs and the essence of the change based on the potential outlier from the interplaying variables.
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Schedule 2: The phase enshrines the exploration of the sustainable solutions to the key identified problems and the facilitation of the benchmarking events.
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Schedule 3: The level focuses on determining critical design interventions and the outcomes expected from the framework. In this case, the core design intervention engulfs the advocacy for practitioners’ welfare while implementing effective training programs.
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Schedule 4: The implementation of the intervention focuses on the establishment of a one-month training and recruitment among the practitioners and other professionals concerning the ideological organizational culture on employees’ welfare and customer service experience.
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Schedule 5: The stage involves the evaluation of the learning and performance quotient among the workers while adjusting the key shortcomings during the implementation processes to enhance optimal sustainable outcome. Primarily, the practice of the scheduling entails the facilitation of essential insights into the desire among the stakeholders to foster change and improve the process.
Conclusion
Organizational change is an initiative that prominently impacts the flow of operations within the workplace environment. The change in the management aspect of the healthcare sector administration poses an excellent example to the impact upon all stakeholders. According to the case study, a significant percentage of the leaders encountered difficulty fostering a retention and improvement in high-quality customer services. However, the interplay of the internal and external environmental factors attributed to the advancement in the service delivery quotient. The performance outlier of an institution depends on the intersectionality of dynamic external and internal elements within the spectral view.
Reference List
Aldashev, G., and Navarra, C. (2018). Development NGOs: basic facts. Annals of Public and Cooperative Economics, 89(1), pp. 125-155.
Alvesson, M., and Sveningsson, S. (2015). Changing organizational culture: cultural change work in progress. Routledge.
Cummings, T., and Worley, C. (2015). Organizational development and change (10th ed.). Mason: Thomson South-Western.
Dundon, T., and Rollinson, D. (2011). Understanding employee relations. London: McGraw Hill.
Gennard, J., and Judge, G. (2010). Managing employment relationships. London: CIPD.
Glenn, R.W., and Guerrero, L. (2016). Cases in leadership. (4th ed.). London: Sage.
Hu, D., Kong, Y., Li, W., Han, Q., Zhang, X., Zhu, L. X.,… and Zhu, J. (2020). Frontline nurses’ burnout, anxiety, depression, and fear statuses and their associated factors during the COVID-19 outbreak in Wuhan, China: a large-scale cross-sectional study. EClinicalMedicine, 24, 100424.
Mudallal, R. H., Othman, W. A. M., and Al Hassan, N. F. (2017). Nurses’ burnout: the influence of leader empowering behaviors, work conditions, and demographic traits. INQUIRY: The Journal of Health Care Organization, Provision, and Financing, 54, 0046958017724944.
Oreg, S. and Berson, Y. (2019). Leaders’ impact on organizational change: Bridging theoretical and methodological chasms. Academy of Management Annals, 13(1), pp. 272-307.
Vertovec, S. (2021). The social organization of difference. Ethnic and Racial Studies, 44(8), pp. 1273-1295.
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