Generally, in order to enhance the productivity of staff members, an organization must ensure there is a positive work environment. The relationship between leaders and employees is essential in promoting the commitment of nurses toward their respective duties. When the level of trust is low, health providers may feel disconnected from the institution’s management, therefore, lowering their ability to deliver quality care services. The presentation will focus on the process of implementing positive work relations between management and healthcare workers through transformational leadership. It will emphasize developing the connection through effective communication and ways of building strong trust.
Improving Positive Working Environment
The current issue affecting the organization that requires immediate change is limited trust and lack of collaboration between healthcare workers and the leadership of the institution. After assessing the work environment, the result indicates that most of the providers are feeling less motivated based on the management’s actions. The aspect of teamwork is not much practical, thus leaving a gap between the managers and employees (Broome & Marshall, 2021). Furthermore, the level of loyalty is diminishing, causing practitioners to be less effective in providing care services. The poor connection that exists in the facility makes healthcare workers experience job dissatisfaction hence lowering their productivity.
Justification for Change
To promote the effective operation, the healthcare institution should embrace developing a positive working environment that builds trust and teamwork between the management and practitioners. When the leadership encourages proper communication and concern about the welfare of staff members, the employees will be motivated to work toward the mission and vision of the facility (Cullen & Adams, 2012). Furthermore, engaging workers in critical activities and addressing major concerns affecting their professions makes them trust the management; hence they become loyal to the hospital. An increased level of loyalty is significant in lowering the turnover rate, thus making the organization have adequate nurses. In addition, overall productivity and efficiency will improve when there is a good working relationship.
Details and Scope of Change
The performance of an employee is influenced by the level of trust in the management. Effective leadership creates the aspect of togetherness between workers and the organization. It develops and promotes a culture of honesty which is the necessary recipe for making productive teamwork. The intended change will focus on psychological safety by creating strong assurance that guarantees employees an accommodative work environment. The process will begin with management and their way of addressing issues affecting the staff members. All the departmental leaders, especially nurse managers, will be at the forefront to advocate for developing trust and a collaborative system. Both directors and providers will undertake training to enable them to comprehend how to develop work relationships.
Stakeholders Impacted and Change Management Team
By initiating management change programs that focus on developing a culture of honesty and trust in the organization, several healthcare stakeholders will be impacted in different ways. For instance, when there is effective trust and collaboration between leadership and workers, the productivity of providers increases, leading to quality care services for patients. Similarly, teamwork allows managers to have limited management since most duties will be handled effectively after assigning the respective teams. Furthermore, nurses will experience increased job satisfaction due to improved workers’ welfare and engagement. In order to attain the change, the following team will play vital roles. Nurse Managers will lead practitioners in developing effective relationships. The directors will help in communicating and influencing the adoption of the culture of trust and collaboration.
Communicating and Mitigating Risks
Communication is essential in the change management process in an organization. For the leaders to effect and facilitate proper transformation, nurse managers must listen effectively to the critical concerns of providers. They have to reflect on the perspective of staff members to create the same point of view on the challenges facing the teams. Conducting frequent meetings involving practitioners and directors is significant in allowing the management to communicate the need and process for change. Despite the positive impacts of enhancing change management, it is associated with different aspects of risks that require mitigation. To overcome the limitations, the organization should prioritize communication among stakeholders.
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Cullen, L., & Adams, S. L. (2012). Planning for implementation of evidence-based practice. JONA: The Journal of Nursing Administration, 42(4), 222-230.