Introduction
Proper organizational management is a critical provision in various corporations. It helps in attaining organizational efficiency, expertise, viability, and developmental desires. Contextually, this paper critically analyses organisational development and change with respect to King Faisal Specialist Hospital and Research Centre (KFSH&RC), a leading referral hospital in Riyadh, Saudi Arabia. Evidently, the hospital has enacted various aspects of development and change in order to realise its current success despite the challenges.
These aspects are notable in all its departments, including supply chain management department, cardiac surgery division, organ transplantation centre, oncology sections, and emergency unit, among others. In order to realize successful managerial efforts, the organization endures to enhance its developmental and change provisions through systematic approaches.
Each department within the institution has its own vision, mission, and value statements, which act as the driving force towards the change and development accomplishments (Pugh 2007). Critically, KFSH&RC has enacted viable changes in order to realize its developmental agenda. Precisely, this paper decisively explores organisational development and change in the context of KFSH&RC as a work organization.
Nonetheless, there are other considerable factors like organisational structure & design, organisational management theories, emotions in organisations, perceptions, management natures, and organizational culture, national and cross-cultural management. They establish the aspects credible organizational management (Vaccaro 2012).
Critical Analysis, Presentation, and Discussion
Establishment, ratification, and embracement of change and development provisions have been critical in KFSH&RC since its inception in 1970s. Most organizations require significant changes and developments in their operational, production, and marketing systems in order to remain relevant in the market and compete favourably with other contenders in the same industry and beyond (Cameron & Mike, 2009).
The currently changing healthcare systems and technology have necessitated a continuous change development in KFSH&RC. Evidently, the organization has introduced novel ways of executing their duties in the realms of supply chains, other operations, and business endeavours.
Definitely, organizational development and change management endure to enact viable and prospective advancements within an entity. With respects to KFSH&RC, this occurs at individual levels, departments, groups, and entire organizations. According to sources studied, the desire to adopt change is characterized by the ability to manage it for a viable success. KFSH&RC has endeavoured to manage its change initiatives with remarkable success.
Evidently, changes emerge in numerous sectors, including organizational culture, technology, business trends, and fresh management styles, among others (Mufti 2000). Nonetheless, all these variables require appropriate management in order to accomplish them in the developmental context. Additionally, managing change necessitates change adaptation, control, and affectivity so as to elicit the desired results.
The provisions discussed later in this paper incorporate the fundamentals and principles of development and change management. In this context, KFSH&RC has adopted models similar to those of John Kotter in the realms of change ratification so as to stay relevant and competitive in the healthcare industry.
It is through change and development provisions that the organization can realize its competitive advantages, both in Riyadh and beyond. As indicated earlier, change is an important phenomenon in individuals, factions, and aspiring organizations, which strives to expand their operational capabilities, market share, and competitive advantages against other contenders. KFSH&RC has realized the significance of development and change embracement in its business context.
It is crucial to consider such provisions, embrace them, and remain competitive in the healthcare affairs (Stolley & Watson 2012). Change management requires various stipulations and steps meant to make it a success. KFSH&RC has remained committed to the provisions of development and change management to earn itself the desired global limelight within Saudi Arabia and beyond.
There is a considerable need to manage changes appropriately, as mentioned earlier (Sabri 2007). Consequently, such principles have impacted the organization with numerous reforms in the realms of development and appropriateness when analyzed critically.
Change management is a crucial phenomenon in various contexts. It follows numerous stipulations meant to render it successful. In the KFSH&RC’s context, the hospital has enacted various measures to ensure that its change and development endeavours are in conformity with healthcare objectives.
The hospital endeavours to remain one of the referral healthcare institutions within Saudi Arabia and beyond. Upon this demand, the aspects of change ratification and management provision remain relevant (Ellis 1997). Most of its departments have observed the aspects of development and operate unanimously in order to attain a similar goal. The literature review concerning this study topic reveals a lot of information.
It is evident that change management requires vital expertise to ensure that the change components comply with the stipulations set by the organization to govern its developmental objectives. Importantly, the need to adapt to the vital changes required within an organization is crucial.
Change has pushed for numerous transformations in the KFSH&RC’s contexts (Stahl 2004). As indicated before, KFSH&RC establishes change and developmental issues in its missions, healthcare strategies, operations, technologies, culture, and behaviours of employees.
Since KFSH&RC have different employees from all over the world, the organization has to embrace its workforce diversity for its own good. This is possible by enacting viable developmental and change management provisions that will address the welfare employees, patients, and cultural challenges within the territory (Ventris 2004). Saudi Arabia is known for stringent Islamic cultures that might hinder smooth operations of numerous individual in that territory.
KFSH&RC has realized this provision hence enacting viable changes in the realms of diversity management. Precisely, reviewing literature on the principles and stipulations of development and change management required books, journals, documentaries, as well as electronic publications, valid websites, and other lucrative provisions in this context (JGIM 2004).
Critically, these sources contain valid information concerning the aspects of change management with respect to KFSH&RC. The change efforts in an organization must be managed and critically evaluated for promptness and success.
Critically, it emerges that change management is a vital phenomenon within organizations. KFSH&RC usually seeks for viable healthcare changes that can help it propel in its operations, healthcare provisions, and competitiveness. Consequently, it has to manage viable changes from inception to completion.
This provision has contributed immensely to the mentioned change management and organizational development. It is the mandate of the organization’s management to assume the roles of managing any probable changes and transformations that KFSH&RC tends to make (Cameron & Mike 2009). It is from this point that the aspects of development and change management emerge with criticality.
Critically, an organization that endeavours to realize any remarkable changes within its operations needs to establish mechanisms through which the intended changes will materialize. Additionally, prospecting on the benefits of the desired changes might help in steering the mission. Precisely, it is evident that KFSH&RC’s mission to manage change and development is a systemic approach that involves individuals, factions, departments, teams, and corporations (Rock & Page 2009).
The mechanism rejuvenates the mindset of the concerned parties to enact and embrace the desired changes with vitality. It is crucial to consider such provisions following the benefits that the change and development front to KFSH&RC. Additionally, it is critical to analyze that change management requires a proactive approach (Madkour 2004). This will allow the hospital’s administration to identify the loopholes that might hinder the materialization of the concerned change.
This means that managing development and change requires explicit well-orchestrated mechanisms that will allow the hospital to attain its desired goals in the realms of change, quality healthcare provisions, and other lucrative developmental issues within the institution. From this perspective, it is crucial to indulge the entire change stakeholders to embrace some positivity with regard to the established transformations.
On critical analysis, managing developmental issues and change factors relates to the aspects of enacting viable managerial obligations (Kadre 2011). This has enabled KFSH&RC to attain its objectives, remain relevant in the healthcare business, and uphold competitiveness in the concerned medical fields.
Principles of Organisational Development and Change embraced by KFSH&RC
There are principles of organizational development and change ratification that are adopted by KFSH&RC in order to realize remarkable progress in its endeavours to transform the healthcare sector with novelty, creativity, appropriateness, and advancements. Critically, these are mechanisms that ensure the materialization of the desired developmental changes.
The management of KFSH&RC has observed such principles for the organization to succeed in its developmental and change ratification endeavours. Importantly, observing such principles is quite lucrative in the organizational realms. On critical scrutiny of such provisions, principles adopted in this context are the guiding outlines that ensure that the hospital attains its mandated results in the realms of development and change management (Cameron & Mike 2009).
It is recommendable that the administration enacts appropriate change management methodology, which will confer the mentioned change and developmental desires (Kumar 2005). It is through appropriate methodologies that the mentioned developments and changes can be achieved.
Wrong management methodologies might hamper the change management progress leading to massive futility with regard to the mentioned missions. It is critical to structure development and change endeavours in conformity with the desired change principles.
One of the principles (observed by KFSH&RC) that guide the aspects of development and change management incorporates the agreement and concurrences with the development and change stakeholders. Explaining to the concerned stakeholders about the meaning, essence, and objectives of the desired developmental changes is important.
The matter reduces any looming resistance that might affect the materialization of the change endeavours. KFSH&RC usually involves all its stakeholders in its development and change initiatives. Additionally, it is important to consider the views of the concerned stakeholders with regard to the matter and how the change and developmental provisions can be executed (Anderson & Ackerman-Anderson 2010).
This is a major principle of managing change and developmental issues within a cosmopolitan organization like KFSH&RC. Obviously, it is critical to make stakeholders conversant with the objectives of the change mission. This might be beneficial to them and the organization at large. Involving stakeholders in such matters indicate a sense of respect to them and might stimulate their desires to achieve similar developmental goals.
Evidently, a viable organization like KFSH&RC involves its stakeholders on the decision making aspects in order to attain varying viewpoints regarding the desired developmental changes (Parkin 2009).
This might help in manipulating the change strategies to guarantee its materializations. Additionally, such stakeholders will obviously cooperate with the management on the change endeavours as demanded by the organization. This is only realizable if the organization involves all its stakeholders to participate in the desired changes.
Additionally, it is vital to mention that stakeholders will feel valued within the organization; hence will endeavour to make everything possible to attain the desired developmental changes (Cameron & Green 2009). Managing change is a fundamental requirement within organizations, which needs to formulate and streamline their prospective desires. Evidently, development, as well as change ratification, has numerous phases just like any other project.
It requires constant monitoring to ensure that everything is on track and the concerned stakeholders are doing their best to make ends meet. Contextually, KFSH&RC has managed to engage its stakeholders in its numerous developmental and change projects in order to enhance its efficiency, supply chain mechanisms, and service delivery to the concerned patients. Failure in observing such trends are critical and demand appropriate approach from the management (Creasey & Hiatt 2003).
Critically, this indicates how establishing and managing developmental changes is a decisive provision within organizations. Precisely, it is vital to involve the entire stakeholders within the company to ensure the materialization of the desired changes. In the KFSH&RC’s context, resistive employees have always conceded whenever the developmental and change scopes are explained to them.
This relates to the essence of unity, which has helped numerous organizations to attain their goals and profitability with regard to the mentioned change management. Similarly, it is important to venture into new changes and involve other stakeholders in such critical missions.
Another applicable principle in managing developmental changes is having a prior understanding of the organization’s status, its future prospects, and the kind of developments and changes it might adopt in order to attain prospective objectives (Kitchener & Whipp 1997). It is crucial to consider such matters in the context of change management and other provisions in the organizational context. Additionally, it is imperative to formulate such stipulations with regard to the mentioned matters.
KFSH&RC has always investigated on its periodic status to help it formulate its desired objectives with respect to change and development. In this context, the organization has been able to know which areas employees and the entire organization must correct in order to remain relevant in their objectives (Kotter & Cohen 2002). This relates to the aspects of change management and developmental prospects mentioned before.
Such considerations have helped in propelling the organization to the desired levels of operation, global visibility, market share, and healthcare service provisions. It is impossible to enact changes within an organization, especially when the very organization hardly understands its status.
Additionally, it is proper to formulate future objectives or visions that guide the company on its development and change prospects. This relates to the aspects of developmental change management mentioned earlier. Critically, the need for self understanding and orientation is vital in this context especially when remarkable changes are needed within the company. Managing developmental changes has helped in directing the company’s objectives with respect to healthcare provisions within Saudi Arabia and beyond.
It orientates the objectives of the change to the desired goals of the organization. This is a transformational mechanism practiced in numerous occasions (Buthelezi 2004). Evidently, understanding the future desires of the organization is equally important in the aspects of change management and critical developments of KFSH&RC within the healthcare sectors.
This helps the concerned organizations to adopt relevant changes that are helpful to it in attaining its desired mandates. It is from this argument that the entire development and change prospects rest. Managing change has necessitated the mentioned ideas as the core principles and requirements, forming the basis of the entire phenomenon within the healthcare industry.
As indicated earlier, another guiding principle in this context is to comprehend where an individual, organization, or the concerned entity wants to be; together with why, and how. According to the sources studied, this relates to the aspects of strategic management where the leadership sets objectives and manages its subjects tactically to help in achieving the company goals. Critically, this is an important phenomenon in the KFSH&RC’s development and change context.
Managing change is a critical requirement as stipulated earlier. The hospital has endeavoured to reform its departments with novelties while enacting various changes meant to enhance the efficiency of its healthcare provisions. Critically, an organization, which understands its mandates will obviously discern the desired developmental changes, implement them, and manage them according to the principles set to govern such changes with regard to change management (Cameron & Mike 2009).
According to the sources analyzed, understanding the company’s objectives is an important phenomenon in this context. On critical analysis, one can only manage changes if he or she knows what he/she wants in life. In the organizational context, a firm can only enact changes, which it understands their significance and ratification processes. It is important to understand these prospects before rendering them fruitless.
As a requirement of change management, understanding and discussing the stipulations of managing change will obviously augment transformations and prospective developments within an organization. The provisions of change management demands that change agents define their course precisely in order to remain focused in their endeavours (Sofroniou 2004).
KFSH&RC has managed to involve its stakeholders in these developmental changes so as to remain appropriate within the healthcare industry and observe the principles of organizational management and probable changes. The required change provisions start with the objectives of the organization then move to the positivity of stakeholders.
Another principle is the setting of the realistic, attainable, and measurable objectives in the realms of change. This will allow the management’s transformation endeavours to succeed conspicuously in the change ratification. KFSH&RC has always set achievable development and change goals. The strategies it uses in its programs equally ensure that the company remain relevant and considerate in its developments.
Setting consolidated and achievable goals is an aspect of development and change management. This is relevant since it ensures that the enacted goals are achievable and the management will have easy time in enacting and monitoring the progress of the preferred changes (Sharma 2007).
This is important in varied contexts as indicated earlier in this paper. Change management is a collaborative idea where the concerned stakeholders must contribute and cooperate positively towards its ratification. Critically, it is crucial to set goals in lumps such that the results can be achieved assessed periodically for reliable and prospective results. This move will help in realizing the change management prospects with precision. This is evident in the KFSH&RC’s case.
It is possible to manage changes if the entire phases are divided into sections for easy monitoring and control. Numerous organizations endeavour to establish and ratify massive changes at once (Creasey & Jeffrey 2003). Consequently, chances are high that the change project might fail due to work complexity and the time needed to accomplish it. Hence, it is important to divide development and change projects into portions, manage the chunks positively, and consolidate the ultimate results with reliability and professionalism.
Several departments in KFSH&RC have adopted these principles to attain their desired change and developmental objectives. This indicates the aspects of managing change at an organizational level. From this move, it is possible to realize risks that characterize the change before they affect the organization negatively.
Additionally, it is crucial to consider various aspects of change management with sobriety (Lewis & Passmore 2011). Organizations, which endeavour to provide their stakeholders with desired development and change schedules, are encouraged to do so as strategy for an effective change management and development provision.
Another change management principle in this context is reliable communication prospects amid the management and other stakeholders. KFSH&RC has established constructive communicational strategies within its systems to ensure that its developments and change prospects are managed critically (Wheeler & Grice 2000). In this context, it is crucial to engage, enable, and steer participation from other stakeholders.
Change projects require consistent and reliable communication framework meant to enact, strengthen, evaluate, and amend the change prospects as demanded by the change management stipulations (Engel & Pedley 2008). Any change initiative regardless of the nature requires viable communication systems amid the stakeholders, as indicated earlier.
Additionally, it is crucial to consider such aspects and remain relevant within the change provisions. Upholding the communicational aspects in managing change is vital following its bountiful benefits in this project (Tan 2010).
Evidently, it is through effective communication that the provisions of change management will achieve their relevancy, amendments, and augmentation to enhance the materialization of the desired changes.
KFSH&RC’s application of John Kotter’s eight steps to the successful development and change management
Viable change management strategies must employ the John Kotter’s change procedures in order to realize any remarkable results. Kotter provided lucrative ideologies meant to guide and manage changes from their inception to completion (Kotter 3). Critically, prospective managers and individual can use these principles to ensure that their change endeavours remain relevant to the organization, assume successful strategies, and remain applicable in various contexts.
All provisions required in managing changes within KFSH&RC have concurred with Kotter’s stipulations as indicated earlier. This has aided the management endeavours in order to realize practicable change results. Additionally, the sources studied indicate the importance of observing the stipulated steps in varied contexts. It is important to observe such stipulations in case one wants to realize any constructive change management.
The first step in the developmental change management context is the creation of urgency among the stakeholders of the prospected change (Green 2007). The desires to enact and embrace changes and developments should be urgent. KFSH&RC has always created urgency in its demand for change and developmental issues. It is important for the management to clarify to the stakeholders why the prospected change should be established and ratified urgently within the organization.
In managing change, the leaders should inspire the entire stakeholders to move and never to relent. Despite the situation, they should uphold to the prospects of change and development until the desired results are achieved. This is a management strategy meant to mobilize stakeholders to take charge and accept change (Buchbinder & Shanks 2012). As a management skill, it is crucial to create the necessity of the changes proposed.
Additionally, considering their applicability in such contexts is important. Concurrently, the management must ensure that the set objectives are relevant, real, and commensurate to the organization’s change and developmental demands (Kumar 2005). Making the change stakeholders to realize the need for the proposed change is critical as indicated earlier.
The concerned stakeholders should adopt the change stipulations promptly to ensure its timely ratification and embracement. Precisely, KFSH&RC has ratified viable change management strategies by articulating the aspects of urgency, objectivity, and appropriateness of the prospected change and development.
The second step in this change management tactic is the establishment of a pioneering team, which will steer the aspects of the demanded change. Additionally, they will help in mobilizing the entire change stakeholders and act as examples to the rest. This bars the probable hindrances that might be realized during the change ratification (Sharma 2007).
While selecting such pioneering teams, individuals with the right skills, emotional commitment, viable visions, appropriate positivity, and mixed interpersonal skills, should be considered for such dockets. In managing change, such individuals will guarantee the attainment of the change objectives. They will act as examples for the entire stakeholders. Precisely, the chosen team should be change-focused and positive in their endeavours.
The third step is getting the right visions for the organization. KFSH&RC has visions that characterize the desired changes, which should be defined to help the organization stay focused in its change and development endeavours (Daniels 2004). This will help the concerned entity to formulate the right objectives, establish them, and realize their results.
The change management team should formulate simple visions and tactics to aid their appropriateness with regard to change establishment. This relates to the creative endeavours meant for the success of the change project. Such visions will act as the driving forces for the organization towards achieving its desired goals.
The next step advocated by John Kotter is the appropriate communication that will engage the entire change stakeholders. KFSH&RC uses communication to persuade as many individuals as possible to support the change and developmental endeavours. As indicated earlier, this considers the aspects of mobilization to ensure that the concerned stakeholders are positive towards the prospected changes. It is important to communicate favourable to the concerned individuals (Kotter 1999).
As the study reveals, it is crucial to communicate the essentials of the change and appeal for its support. The change should at all times, support the need of people and must conform to the stipulations of the project. The prospected change should work for the organization but not against it.
The fifth step in this change management strategy is the empowerment of actions. In the KFSH&RC’s context, the management crew, should ensure that there are no substantial obstacles that might hinder the materialization of the project in question. Additionally, managing change requires that the concerned leaders recognize and reward achievements among the concerned stakeholders. This will motivate people hence endeavouring to achieve more (Beerel 2009).
The entire scenario will ensure that the organization succeeds in its change endeavours. It is imperative to front such issues following their implications in this context. The management leaders should ensure that the concerned stakeholders achieve constructive feedback on their endeavours as a motivational move. Leaders involved in managing change must ensure that these provisions are enacted by the concerned groups.
Concurrently, the sixth step in this developmental change management context involves the establishment of short term wins. The managers of change in KFSH&RC have been dividing the developmental and change mission into achievable chunks. The change should be enacted progressively with each session fronting the required results (Sharma 2007). This will help in promoting the change further.
Change management requires the ratification of change into varied contexts, as indicated earlier (Engel & Pedley 2008). From the sources reviewed, this stage requires that the initial stages of the change ratification process be completed first before embarking on other parties. This should be punctuated with initiatives in each section of the change process, especially during the implementation and assessment.
The seventh step in this change implementation and management module is endurance. Change implementation and developmental ratification require endurance. KFSH&RC’s management usually convinces the entire stakeholders to endure the aspects of change despite the difficulties.
It is probable that success will emerge ultimately. Endeavouring to enact any change within an organization is a daunting task, which requires stakeholders to persevere. Change managers should cultivate and encourage determination and perseverance among their subjects in order to realize successful results.
The last step in this context is the engrossment of the change provisions into the culture of the concerned organization. KFSH&RC has endorsed the principles of development and change into its culture.
The concerned individuals should accept and embrace change with positivity as they practice its new provisions. This is an important move in various contexts (Kotter 1999). It is crucial to reinforce the values of change into the organization’s daily endeavours. Additionally, operating with the change prospects is an important phenomenon in various contexts.
Conclusion
Organizational development and change management require a considerable commitment from the concerned stakeholders. This is applicable in the KFSH&RC’s context. Concurrently, managing change is essential provision in an organizational context. Appropriate changes require viable management strategies to guarantee their materialization as evident in the KFSH&RC’s case. It is vital to give a systematic approach while dealing with developmental changes.
Additionally, KFSH&RC has endorsed appropriate objectives to allow it to possess a critical developmental and change prospects. The importance of the studies carried out to unveil the entire information regarding organizational development and change management cannot be assumed in this context. It gives rich background information with regard to this study. KFSH&RC is one of the major referral hospitals in Saudi Arabia with a global limelight following its specialities in critical health conditions.
Its endeavours to ratify developments and enact viable changes within its systems are substantial. Evidently, studies have revealed that there are principles that guide development and change management. Additionally, there are steps stipulated by John Kotter to help in the implementation and management of change, as stated earlier.
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