Marcus,
Thanks for your great post as you noted: "The most crucial risk may have been the difficulty of giving insufficient preparation at the WTUs.” Indeed, effective communication is essential in times of change. Your post reminded me of my previous department I worked at where communication where not properly disseminated to all levels of an organization. Needless to say, there were many rumors and gossips within the organization. As leaders, we must strive to be open when communicating with employees. Leading by example is one of the most challenging part of effective leadership. Keep it up and well-done.
How effective is communication in your previous or current organization?
Article Summary If quality organizational change projects are appropriately thought out and successfully done, they might help firms survive and flourish in a changing business environment. Wright (2018) explains how the use of a quality administration technique can be executed to work on the provision of clinical consideration and administrative services to the country's wounded, sick, or injured in the article named Quality Improvement and Organizational Change Initiatives: An Analysis of the U.S. Army's Warrior Transition Unit (WTU). As indicated by report findings, specific key dimensions are not being met inside the WTUs, including unwavering quality — the ability to convey what someone promised constantly and accurately; assurance — the expertise and courtesy of employees, as well as their ability to inspire certainty and trust; and sympathy — tenderness and individualized consideration given to customers (Evans and Lindsay, 2018, p. 199). Success And Failures of The Change Process While implementing quality improvement programs, the accompanying risks posed difficulties: Insufficient preparation was given at the WTUs, which required a fourteen-day instructional meeting, prompting a mismatch between the thing being taught and the desired outcome. Personnel who were unsuitable for the business were chosen and used. The expected rise in the number of injured soldiers caused — WTU employees' attitudes and execution and inadequate clinical therapy and administrative services (e.g., too many wounded warriors and not enough clinical and administrative personnel to give quality clinical consideration and administrative services). In this manner, they must finish each work to reduce the probability of hazards appearing. Organizations can make plans for risk reduction, and they could include various backup plans to lessen exposure. Strategies Used Some turning points have helped the headway of quality organizational change initiatives, such as the recruiting or potentially preparing of personnel to assist with the rehabilitation and transition of wounded soldiers and the selection process and preparing that gave details on that process, as well as the WTU's systems, which described the expected expansion and the present financial and human resource that supported the WTU's conveyance of excellent clinical treatment and administrative services to injured soldiers and their families. The most crucial risk may have been the difficulty of giving insufficient preparation at the WTUs. You can only develop if you give staff personnel and service members enough learning goals. How might someone who does not know lead? How would you act on the off chance that you had no preparation? I will give you the response to that query. I must inform you as expected to do so by the same token. Concepts Found In their 2017 article on the history of Beth Israel Deaconess Clinical Centre, Palmer, Dunford, and Buchanan made sense that in 2002, BID was losing $100 million every year and was in a "financial disaster." In addition, there were issues with worker assurance, clinical staff-the executives interactions, and the quality and safety of the treatment given. After perusing the WTU article, I concluded that the BID could have benefited enormously from some of the WTU's systems for monitoring financial and human resources. References: Evans, J.R., & Lindsay, W.M. (2018). Managing for Quality and Performance Excellence. (8th ed.). Ohio: South-Western Cengage Learning Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.). Retrieved from https://redshelf.com/ Wright, L. (2018). QUALITY IMPROVEMENT AND ORGANIZATIONAL CHANGE INITIATIVES: AN ANALYSIS OF THE U.S. ARMY'S WARRIOR TRANSITION UNIT (WTU). Academy of Strategic Management Journal, 12(2), 95-111. Retrieved from https://search-proquest-com.proxy-library.ashford.edu/docview/1465245629?accountid=32521