Jessica Cassera Case Study
Organizational analysis involves three steps including transformational process, output and input which are looped together and it is what the Nadler-Tushman model utilizes (Nadler & Tushman, 1977). For the case study’s analysis, the tools of the model that will be utilized include resources, environment, people, informal structure and systems and the formal structure to create a complex outlook of the company as well as issues affecting it.
Prevailing political issues that would generate change are as a result of regular needs to be triumphant and to take advantage of the integration as well as squabbles among board members. Even so, board members of different hospitals have to design an integral plan or be at risk having the provincial administration usurp its authority and force incorporation based on their plans and strategy.
The other issue that needs to be addressed is also the resources because local hospitals have accumulated funds through foundations that amount to a million dollars. They also believe that the funds should be utilized by local hospitals while the bigger hospital seeks to acquire funds to implement its development agenda. The distribution of subsidiary services is also an issue that needs to be catered to as well as creation of infrastructural systems and structures that precedes integration.
Formal structures also provide intricacy to development of a practical change through the incorporation. Such divergent views from board members provide impediments to acceptance of different structures and strategies science their approval is significant for the integration. The influence and power wielded by these hospitals in creating and accepting change is important for enhancement of a strategic plan and structural service.
The structures of divergent hospitals and political maneuverings and informal structures and systems transformations are however two major issues that Jessica has to deal with. Service delivery in hospitals has in the past years witnessed reduced effectiveness and productivity. These hospitals are also understaffed and in others, an employee’s productivity and morale is significantly reduced because of poor managerial structures and systems.
Addressing the issue would therefore be quite difficult because it would have to be satisfied with the political intrigues of different hospital members as well as task force members.
The McKenzie 7-S Model
Integration of different shared values that are in line with other contents of the 7-s model: system, skill, strategy, structure, style and staff. However, misalignment of the results in the absence of proper understanding that an integration process does not cater for the needs of involved parties equally. This is quite evident in the complexity theory that states that the state of an organizational equilibrium is marred with cases of instability and stability with the former being very influential and it ensures success of the organization.
Therefore, the misalignment between the remaining models is very crucial in enhancing dynamic and intricate plans that would promote agenda integration. For example there is association between staff of different hospitals and skills but misalignment stems from lack of motivation and understaffing to help carry out duties, responsibilities and tasks. This can however be salvaged by creating a human resource model that caters for the needs of employees to ensure their working environment is enhanced and it boosts employee morale and output.
There is also misalignment between management style and the structure of the integration process. This can be changed by influencing the perception of different leaders in hospitals and in creation of an integral unit where positions and powers are maintained but the management structure is changed to match the needs of the integrated hospitals unit.
Additionally, there is misalignment between the systems used in various hospitals, the systems and its staff. This can be transformed by creation of a single concrete system for instance, upgrading of information management systems in hospitals. The systems can also be aligned with skills and the staff by ensuring regular education and effective training on utilization of available resources and systems.
Stakeholders and their Influences
According to the incorporation process, different institutions and people wield power and to influence over the entire process. The ministry of health and finances as well as provincial administration holds the biggest positional power and thus, exerts a lot of influence on the integration process. For example, they have instructed all health facilities to be engaged fully in the integration process and a failure in it would lead to heavy financial implications for the hospital.
They would also enforce their undue influence by dictating terms of integration based on their model. The provincial administration also puts all the positional forces and resource power because they are facing pressure from the main power source, which are the ministries of health and finance. Jessica Cassera also holds immense power that can be defined as process power, positional power and meaning power. She is mainly in charge of integration and thus, drives the strategy and agenda for enhancement of the success of the integration process. This process power also enables her to enjoy undue influence on the stakeholder’s final decision.
She can also manipulate the entire integration process by exerting her needs, strategies and believes to create an outcome that would adequately serve the purpose of equality integration. The task force is additionally mandated to control and manage integration process by playing the role of a consultant and making decisions that serves the needs of appointees (the different hospitals, provincial administration, the society and other stakeholders).
Therefore, such tasks force hold personal, positional and process power because their decisions influence the decisions of the process. They also control how the integration will progress through the process power. Finally, meaning power is the most significant role of the task force, which they use to give hospitals, members and Jessica meaning to various strategies, potential and decisions as well as effects and implications of the process. In the end, it can be concluded that they generate immense power over the entire process.
Senior hospital staff and board members also hold significant power of the process. They hold positional power, resource power, process power and personal power. They are aware that the sophisticated processes of their hospitals from modus operandi, resource allocations and staff management, which are influenced a great deal by resource, positional and personal power.
The latter is more essential because it is subject to determining the overall structure of the integration process through fund allocation that various hospitals hold.
Adaptation to change of the stakeholders
Many players in the integration process are ready to accept change in relevance to their systems, structures and modus operandi. Even so, issues regarding enhancement of a smooth transition from a given situation to the future situation appears to be acting as a barrier for change acceptance.
Jessica cassera is also ready to drive change process forward and besides assuming power, it has also engaged different stakeholders and generated strategies to achieve the integration process plan. Even so, the hospitals are still resistant marginally resistant to the change process owing to their diversion tactics to discuss issues that are vital for success of integration. This also means that despite their dedication to the entire process, there are still weaknesses in relevance to issues that are not beneficial to their needs (Sterman, 2001).
Members of staff also appear ready to accept change though the move is dependent on the success of the process favoring their institutional and personal needs. CEOs and senior staff of different hospitals are marginally resistant to transformations because they believe they are in a position to drive the integration process easily.
They also believe that their ideas would serve best to complete the integration process because they also believe that their experience and positional power has led to an intricate comprehension of the hospital and how they should be merged and run. Board members are also controversial to their needs since they are mainly worried that the integration process could also take away their foundation funds and to disregard their contribution to hospital development.
The latter is based on the fact that the process could also result in the disbursement of different boards of hospitals as well as the constitution of one solid board managing the affairs of the integrated hospitals via centralization of resources and powers.
Forces Influencing the Change Process
The provincial administration is one of the factors that act as a driving force that influences the change process by exertion of its positional powers of legality and pressure. This force is also crucial because the successful application of change because the administration is focused on changing its health care systems in the south.
Even so, despite positive influence to power integration process, provincial administration also serves as an impediment to change. This is because forceful suggestion for centralization of power in the incorporated. Centralization is additionally is in conflict with the agenda of local hospitals because the latter believes that a centralization of powers usurp its resource and powers.
Jessica’s position as the head of the team for change application acts as a positive force due to her commitment, acceptance, and impartiality within the different stakeholders to be the head of the process. Therefore, this positive influence to engage in discussions whose plan would be protected from prejudice and bias by the integrations head management.
Board members are also seen as a force against implementation of change because of lack of future benefits considerations in relevance to the process apart from their own selfish needs (Sterman, 2001). Their lack of influence and focus on members of the task force in charge of the integration process could also lead to postponement or disintegration of the entire process.
To change the perceptions, Jessica should therefore engaged CEOs and board members in the discussions where their needs are heard as well as their implementation viability or rejection of the needs explained to them.
Change Management Challenges
The main challenge that Jessica faces is the control and influence of all stakeholders to accept recommendations of the integration process. This can be realized by engaging stakeholders in discussions to ensure that they are aware of their roles in the process and are ready to any eventuality. Resistance to change can also lead to different factions out of the process that strives to push for specific agendas without regard for other stakeholders.
It is a move that can be dire because it can lead to an unfair results and poor resource, structures and systems management. To overcome the challenge, it is therefore essential that Jessica chooses powerful and intuitive stakeholders with whom she can influence and form alliances.
This kind of strategy would ensure that the general of various groups is not viable because their agendas cannot be passed easily without the other party’s due influence. Jessica also needs to align the process needs with top provincial management to help minimize the likelihood of failure. It is a move that despite failure of the process, agreements reached during meetings and discussions by task force are implemented to help reduce chances of unfairness during the change process that is being administered by the province.