Change Management in a Home Care Nursing Service

Abstract

This article describes the approach taken in implementing a major organization change in a large home nursing service. Rather than prescribing a model for change, five key issues are outlined: establishing a mandate for change, project management methodology, staff engagement, using data and evaluation, and ensuring sustainability. Professional development was provided to middle managers across the organization to ensure that the capacity for managing change was available. A project identity was established and a detailed project plan identified roles, initiatives, deliverables, timelines, and accountabilities. Staff support for changes was improved through their involvement in creating solutions and developing new processes. Project indicators and reports were produced to monitor the impact of initiatives. The project evaluation showed that there had been considerable improvements in organization performance. Staff were positive about their involvement in the project and the opportunities that were created for them to address the identified issues.

Meanings of being a change agent in implementing a new organisational culture in home care services: A phenomenological hermeneutic study

“…10 Research about change work in HCS is rare. However, change work in HCS has focused on adapting the organisation to the care recipients and the HCS, increased influence, autonomy, attractive work, 11 creating small autonomous workgroups, flattening the organisation, 12 flexible working hours, technological equipment, 13 improving organisation performance, 14 enhancing patient-centred care, 15 and implementing trust-based management. 16 A review shows that improvement work in HCS is focusing on changing specific behaviours or introducing new technology instead of dealing with complicated problems, such as sick leave, stress, gender inequality, 17 or musculoskeletal disorders.…”