When the DA had more community participants, there were broader participation in the discussions, the debates were more intense, and the DA stayed on track. Reward allocation could be used to gain more support from the middle organization.
How much confidence do you have in the lessons learned for this organization? The changes needed to be programmable to facilitate a formal implementation of the intervention process.
Clarity was gained at the top management level and many physicians. The absence of formal change management processes made important resource allocation decisions, trade-offs on technology, and coordination of quality processes across the systems more difficult. There also need to be more internal support to assist the middle of the organization.
The strengths of the evaluation were collected through interviews and surveys whose results were positive. Their needed to be more internal support to leverage the change, hence people would not feel so overwhelmed by the changes.
They were positive about social capital that had been created by the DAs, especially between managers and physicians, as well as evidence of culture change. Once the intervention is done it should be evaluated to determine if it is producing the intended results.
Their needed to be more sensing and calibration as it was evident that the community participants produce a more comprehensive vision. Overall the majority of persons believed that the DAs were a great energizer for the organization, generated comprehensive strategies and catalyzed important changes.
The involvement of community participants resulted in a more comprehensive vision. However the strengths of the DAs were mostly felt by top management while the perception of the DAs was weak in the middle of the organization.
Feedback gives the desired result if the implementation of the interventions were correct. Discus the strengths and weaknesses of the assessment. The results from the survey data revealed that the higher percentage of physicians the result was less comprehensive on the other hand when the DA had a high concentration of community participants, the vision was more comprehensive.Case Study: Alegent Health Dramatically Improves Caregiver Productivity Source: ThinIdentity Corporation Alegent Health is the largest not-for-profit, faith-based healthcare system in Nebraska and southwestern Iowa, with 10 hospitals, more than sites of service, over 1, physicians on its medical staff and 9, employees.
Evaluating Change at Alegent Health. Topics: Management Case Overview Alegent Health (AH) conducted six large group interventions or “decision accelerators” (DA) to generate innovative strategies for the six clinical service areas. Researchers at USC’s Center for effective organizations contracted with AH to assess the impact of the.
Evaluating Change at Alegent Health specifically for you. for only $/page. Order Now. I have a high level of confidence in the lessons from this case because the intervention characteristics were evident and the researchers made use of the institutionalization processes.
Evaluating Change At Alegent Health. Summary of case- Entering Alegent Health This case examines the Entering stage of organizational Development. Alegent Health is a five-hospital system which was formed by the merger. View Notes - Week 8 Alegent Health & mi-centre.com from BUS at Oxbridge Business School.
Evaluating change at Alegent Health 1 How it all started Alegent Health (AH) conducted six large group%(1). Application Evaluating change at Alegent Health (to be posted on wattle) Application Institutionalising structural change in HP (to be posted on wattle) Submit page The purpose of this application written case analysis is to challenge you to apply the issues/problems raised in the case to (a) concepts covered in.Download