Growth Pains at Mountain States Healthcare Definition of the Situation

Mountain States Healthcare (MSH) is a system of hospital from four different states including Utah, Colorado, Wyoming, and Idaho. Subsequent to acquiring other hospital units, MSH started experiencing an upsurge in its administrative outlays, which were having an adverse impact on the returns generated by the entity. To avoid any losses in the future, Aaron Nelson, the Vice President of technology, made the decision to have a consolidation of the billing systems. This resulted in the search for a director of the directorate that was created. The two key candidates for this position included Kyle Christensen and Colleen Kennedy. Having previously worked under the VP, Christensen was selected for the position. The main approach taken by Christensen was to follow his agenda and avoid any side-tracking or information from other parties. The consequence to this was the organization having worse experiences than before. This was linked to the roles of employees being cut, tasks being altered and also their flexible time being eradicated. These undertaking had an adverse impact on the personnel of the organization (Cohen, n.d).

Having had a successful operation in the state billing office, Colleen made significant attempts stabilize the situation amongst the disgruntled personnel and incessantly tried to contact Christensen to outline the problems and prospective solutions. However, for the most part, Christensen ignored the meetings and the ones he attended failed to have any serious interest. This worsened matters and the most proficient billing clerk proclaimed that she was leaving to work in another organization. This was followed by numerous personnel leaving the organization as well as leading to a delay in the schedule of the software project. This caused the organization to be positioned in a poorer and worrying situation. Colleen felt that her ideas and position in overall was being overlooked and made the decision to...

Change is inevitable for any entity and efficacious change management is imperative to prosper in an incessantly and fast changing business setting. Organizational change is deemed to be a strategy of competitive advantage in the contemporary environment. However, lack of proper change management may give rise to undeserved outcomes, as is the case with MSN (Nehar, 2013). In the present day, organizational change has become progressively more common and is compelling organizations to change or become obsolete. Organizational change within MSN encompassed consolidation of its billing facilities to accomplish cost-effectiveness and avoid making losses in the long run. Nonetheless, this was not achieved, for the most part, due to poor leadership of Kyle Christensen (Cohen, n.d).
Christensen was unsuccessful in being a transformational leader. In accordance to Vigoda-Gadot & Drory (2006), transformational leadership is a style centered on an association between the leader and his subordinates that is motivational and disrupts their sequence of basic anticipations. It is a leadership style that can attract personnel and urge them to participate in new and challenging objectives. This was Christensen’s key aim in entreating the other state operations in sticking to his plan and moving forward. His main plan was to employ the strategy he had used within the consolidated billing office situated in Utah for the preceding 2 months (Cohen, n.d). The main reason why Christensen failed in this endeavor was his lack of communication and information within the organization and also being tyrannical in his management.

To begin with, communication and information play a pivotal role in organizational change. In accordance to Petrescu (2011), resistance to change displayed in the course…