Healthcare Service and Healthcare

¶ … Healthcare Products

Examine the need in the organization for your proposed change

The change aims at transforming the pharmacy of the organization to avail prescription medication to our clients at reduced cost compared to the existing rates, and invest in the latest technology-based medicines. Complaints have been rife with regard to the high pricing of our medicines compared to the prices offered at other healthcare centers. Therefore, there is need to control the prices of our medicines. The latter intention can be realized with careful maintenance of efficiencies in operations by targeting specified market segments, i.e. the patients who pay for their prescription medicines from their pockets. For instance, we would streamline cash flow disruptions associated with delays in insurance compensation. We can also discontinue unwanted services to the repeat customers who are already knowledgeable and on maintenance medications. Furthermore, if we ensure that the drugs are made with the best ever medicine technology on the market, we ensure that the quality of the drugs justifies for the marginally higher prices (Pharmacy business plan sample, 2016).

Business Plan for the Pharmacy

Organizational and Individual Barriers to Proposed Change

The main barriers include lack of conscious effort to introduce gainful change, time limitation, the fear of failing, exposure to change in the background of recent historical failures. Resisting change emanates from the fact that change affects the clarity about some aspects of operations that people may be familiar with and is viewed as an indicator of instability. Changes appear as threats to the successes that have already been achieved. Change means that the present staff has to work in a different way from what they were used to. This scenario may just be the chance to learn new skills and phenomena including innovative techniques and develop new efficiencies (Kwit & Kister, 2013). Being aware and knowledgeable about the areas that need change and why such change is necessary are critical steps to facilitate occurrence of such change.

Evidence shows that most healthcare personnel have no familiarity with the latest developments in evidence-based healthcare practices. Although they may have picked clues that new guidance is already in circulation, they have no clear reason as to why their current ways of operation needs to be changed (How to change practice, 2007).

Beliefs and acceptance: what the affected stakeholders think will be the gains of the proposed change versus the accompanying costs can also be critical. What others think will also play into the dynamics of change. When new guidance conflicts with guidance provided by other professional bodies, it is hard for some healthcare personnel to adopt change. Further, personal convictions about ability to adopt to change will influence the extent to which they will be receptive to change (How to change practice, 2007).

Practical aspects: lack of staff or resources to implement change, or challenges in establishing delivery of services could present real and practical barriers. There may be need for new equipment to implement change. The organization and infrastructure of the institution may require alteration so as to accommodate new guidance. Maintenance of change in the long-term is yet another practical challenge. One of the possible dynamics that stand in the way of maintaining change in the long-term is the departure of key members of staff who may have been directly involved in the implementation of change (How to change practice, 2007).

Factors That Might Influence Proposed Change

The demand for better healthcare service is yet another important consideration. Available data demonstrates that the use of healthcare service increases with a rise in people's income. Richer societies provide the requisite environment for fresh medical innovations. Users desire medical care service that will help them attain better healthcare status. New developments in terms of medical care technologies are perceived to be an important way to help people attain such aims. Increased awareness of medical technology via the internet, traditional media and direct consumer contact developments is an important factor that influences consumer demand (Snapshots, 2007).

The desire among professionals to improve healthcare service and the amounts of resources invested in research are also critical elements that affect change. Direct healthcare providers may push the implementation of new technology because they are desirous of improving the services they offer. The competition for patients may also inspire the need t offer the best available medical technologies and treatment approaches. Just like the rest of workers in other occupations, healthcare workers may also be inspired by professional goals to initiate change (Snapshots, 2007).

Commercial interest is yet another age-old reason to fast track change. Designers of medical equipment and devices and commercial pharmaceutical companies invest colossal amounts of money in research because they have noticed great consumer interest in a line of products. They will pursue the cause because there is a huge promise of financial return in offering the new products. Investment in basic science research by the public and private sector leads to advancement and change in medical care practice. Such investments are usually not motivated by a need to create new products. Rather they are driven by a desire to explore new knowledge realms and understanding (Snapshots, 2007).

The price of prescription medicine has an impact on the patients that use them and the physicians that prescribe them. A common example lies in the variance in cost between name brands and generics. It is essential for administrators to understand the implications of these differences and how the differences will influence the choices of treatment. It is imperative for administrators to keep an eye on costs and respond as the situation demands (Murillo, 2010).

Factors Influencing Organizational Readiness for Change

Valence of Change

If I use the motivation theory as I wish, it is apparent that commitment to change is variable that is determined by Change valence. In other words, the more members of an organization embrace and value the need for change, the more likely they will be driven to put change in action. Sometimes, members of an organization may hold the need for change in high esteem because there is a general feeling that there is need for change. Such members may support it because they believe that change will solve an existing organizational issue. They may also value it because of the belief they hold that such change will bring benefits to the organization, patients, and employees or even help them personally (Weiner, 2009).

Change efficacy

The cognitive appraisal of the members of an organization of resource availability, situational factors and task demands as determinants of the capability to implement are functions of change efficacy. In the process of formulating judgments based on change efficacy, the members of an organization share, acquire, integrate and assimilate information with a strong anchorage on three concerns: whether there are sufficient resources to implement the change, what will it take to implement such change and whether such change can be implemented effectively in the present circumstances (Weiner, 2009).

Contextual factors a range of change management gurus have examined other wider and contextual factors that influence such readiness for change in organizations. Some experts point out that organizations that have a rooted culture for innovation, taking risks, and seeking new knowledge lay a clear basis for readiness for change. Other experts explore the need to have flexible organizational policies that are, a positive climate (such as friendly work relationships), and procedures as the necessary ingredients that facilitate readiness for change (Weiner, 2009).

The Theoretical Model