Ebook Human resources in healthcare - Managing for success (2/E): Part 2
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Ebook Human resources in healthcare - Managing for success (2/E): Part 2
CHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 2Ed.D., FACHELearning ObjectivesAfter completing this chapter, readers should be able toarticulate training and organizational-development methods, better understand the organization as a learning system, distinguish training from longer-range organizational development, andview training and developm Ebook Human resources in healthcare - Managing for success (2/E): Part 2ent as central to organizational performance.IntroductionAs discussed by Kilpatrick and Johnson (1999), we work in an era of major social and culturalEbook Human resources in healthcare - Managing for success (2/E): Part 2
changes that present US with many challenges and compel us to manage our healthcare organizations with greater efficiency, effectiveness, and value. CHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 2ge, tools, skills, and particularly new perspectives. With exponential increases in information, technological breakthroughs, and scientific discovery, a solid commitment to lifelong learning is critical.Healthcare organizations are fundamentally dependent on people who have to fill an extensive ran Ebook Human resources in healthcare - Managing for success (2/E): Part 2ge of roles to accomplish the institution’s tasks and goals. Leading and managing complex institutions, considering the scope and scale of tasks in heEbook Human resources in healthcare - Managing for success (2/E): Part 2
althcare delivery, are a complicated undertaking and also entail organizational development—a system for providing to employees learning and training CHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 2ment plans must be created and employed to enhance employees’ knowledge, skills, and abilities (KSAs).205206Human Resources in HealthcareOrganizational development involves assessment of training and learning needs across the organization. Once identified, needs are then used as a basis for developi Ebook Human resources in healthcare - Managing for success (2/E): Part 2ng programs and projects that arc given appropriate resources so that skill and knowledge deficiencies in the organization can be overcome through traEbook Human resources in healthcare - Managing for success (2/E): Part 2
ining and learning. It is important to identify development, training, and knowledge management needs for all staff throughout the organization. Many CHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 2y involved in the developmentanalysis process and do not receive development and training. This is an unfortunate practice in that these staff members are the first and most interactive contacts for patients. In the competitive healthcare industry, such oversights can lead to decreased patient and e Ebook Human resources in healthcare - Managing for success (2/E): Part 2mployee satisfaction. Needs analysis is discussed further in this chapter.Additionally, healthcare organizations need to manage their knowledge appropEbook Human resources in healthcare - Managing for success (2/E): Part 2
riately and create a culture that enables everyone to learn continuously. Organizational purpose, mission, vision, culture, and strategies dictate, inCHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 2as well as acquire KSAs. Managing organizational knowledge and fostering organizational learning are a necessity in the fast-paced, information- and bio-information-heavy world of healthcare. Figure 8.1 presents a model that illustrates the sequence and progression of these concepts.In this chapter, Ebook Human resources in healthcare - Managing for success (2/E): Part 2 we explore the unique aspects of organizational development that lead to training and learning needs and to management of knowledge in healthcare orgEbook Human resources in healthcare - Managing for success (2/E): Part 2
anizations. The distinction between organizational development, training and education, and knowledge management is provided, and the role of learningCHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 2rganizational development (OD) is a preferred approach to dealing with change. The processes of OD are designed to improve the ability of an organization to effectively manage changes in its environment while also meeting the needs of its members. OD uses planned interventions (Bennis 1969; Johnson Ebook Human resources in healthcare - Managing for success (2/E): Part 21996), including force field analysis, survey feedback, confrontation meetings, and coaching. These are approaches that tend to be diagnostic in naturEbook Human resources in healthcare - Managing for success (2/E): Part 2
e but offer solution-oriented interventions.Organizational Development, Training, andKnowledge207FIGURE 8.1 Process of Organizational Development and CHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 2e way OD empowers participants in the change process, encouraging understanding of and a commitment to the desired change. OD embraces a philosophy of participation, mutuality, and the value of knowledge at all levels of the organization. At the core of any OD effort is the involvement of employees Ebook Human resources in healthcare - Managing for success (2/E): Part 2in developing a commitment to change, which occurs for the following reasons (Blanchard and Thacker 1999):• They are intimately familiar with the currEbook Human resources in healthcare - Managing for success (2/E): Part 2
ent system and can make valuable contributions to the change effort, increasing its chances of success.208Human Resources in Healthcare•They become knCHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 2hange, allowing them to feel more positive about rhe change.An excellent resource for further information on OD is rhe Organization Development Institute, with its international network of OD practitioners and its information dissemination.1Based on organizational needs and assessment of those needs Ebook Human resources in healthcare - Managing for success (2/E): Part 2, OD encompasses two major areas: (1) enhancement, improvement, or updating of existing KSAs of employees, affiliates, and other stakeholders and (2)Ebook Human resources in healthcare - Managing for success (2/E): Part 2
creation of new KSAs for employees, affiliates, and other stakeholders to support the organization’s new or revised purpose, mission, vision, or cultuCHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 2ip and management (Ledlow, Cwiek, and Johnson 2002), determine rhe purpose, mission, and vision of the organization and rhe strategies required to move the organization toward its aspirations of improvement and enhancement. According to Kent, Johnson, and Graber (1996, 28), “Leaders go beyond a narr Ebook Human resources in healthcare - Managing for success (2/E): Part 2ow focus on power and control in periods of organizational change. They create commitment and energy among stakeholders to make rhe change work. TheyEbook Human resources in healthcare - Managing for success (2/E): Part 2
create a sense of direction, then nurture and support others who can make the new organization a success.'’ Often, the culture of the organization musCHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 2xisting. It is what the organization provides in a competitive, effective, efficacious, and efficient way to meet the needs and demands of the external environment (e.g., customers, patients, community). Mission is closely tied to purpose. It is a statement of purpose that discloses why, where, and Ebook Human resources in healthcare - Managing for success (2/E): Part 2for whom the organization exists. Vision is a statement of aspiration. It is a future state of an improved, enhanced, or different organization. HealtEbook Human resources in healthcare - Managing for success (2/E): Part 2
hcare organizations should have purpose, mission, and vision statements. The leadership and management reams create goals, resource needs, and monitorCHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,E Ebook Human resources in healthcare - Managing for success (2/E): Part 28; Locke et al. 1981; Locke and Latham 1984; Locke 1986; Locke, Gist, and Taylor 1987) and objectives and monitoring and reporting of progress (Ledlow, Bradshaw, and Shockley 2000) are critical in the attainment and evaluation of strategics that are used to achieve organizational success. OD program Ebook Human resources in healthcare - Managing for success (2/E): Part 2s and projects, as a strategy of organizational renewal and improveOrganizational Development, Training, andCHAPTERORGANIZATIONAL DEVELOPMENT, TRAINING, AND KNOWLEDGE MANAGEMENTJames A. Johnson, Ph.D.; Gerald R. Ledlow, Ph.D., CHE; and Bernard J. Kerr, Jr.,EGọi ngay
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