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Running head: INTEGRATIVE CASE 7.0 1

Integrative Case 7.0

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INTEGRATIVE CASE 7.0 2

INTEGRATIVE CASE 7.0

Sometimes a Simple Change Isn’t So Simple

Question 1) What structural change is indicated at Integrated Health (organic?

Mechanistic? Rigid? Flexible? Decentralized? Centralized? Size? (see chapter 1, 7, and 8)

What type of an environment was this—discuss the level of uncertainty, dynamism,

complexity (see chapter 4)? How did it change

Based on the presented case, the Integrated Health is undergoing organic structural

changes in a decentralized organizational structure. This takes place in the process of adapting

modern technology in the administration of drugs for the patients at this facility through the

Medication Administration Record. The efforts of the cate led group of programmers to

successfully implement this program into the medication chart for the hospital has failed

instantly due to technical hitches. The indication of the organic change in this respect is based on

the fact that the nurses tasked with the responsibility of actualizing the program were a critical

component of the failure decision despite the fact that they are not in the organization’s

management structures. The Centralized environment in which the program was executed

allowed for the opinions of the floor nurses and physicians who were to report on the

effectiveness of the program. The probable lack of proper training on the part of nurses who

were expected to work on this program increased the level of uncertainty significantly although

the team of programmers had not projected this cause of failure. This presented a complexity of

execution since the nurses had to spontaneously change from their manual method of

INTEGRATIVE CASE 7.0 3

administering drugs to the computerized MAR. This changed the flow of processes between

various departments involved in the treatment of patients.

Question 2) What caused MAR to fail? Why? Integrate concepts from the text. Do

not just type up what we can read in the case anyway.

The failure of MAR was most probably caused by a combination of factors that range

from technical failure of the program to flawlessly integrate with the other hospital processes,

insufficient knowledge on the part of the nurses to work on highly technological platforms, and

insufficient research on the program adaptability, sustainability, and operationalization

mechanisms. The failure of MAR to flawlessly integrate with the general hospital processes

could have caused confusion on the part of efficient matching the patients to their respective

prescriptions. This could be attributed to failure on the part of the programmers to integrate other

hospital equipment with the MAR such that the patient records are directly logically transmitted

from the time of admission to discharge through a coordinated system. Consequently, MAR

could have failed due to the insufficient knowledge and training on handling the program to

ensure its success. This is based on the assumption that nurses have no prior knowledge of

computer systems especially when they are not the universal medical equipment. This forms the

basis of the probable lack of intellectual manpower to handle the operational requirements of the

program by the nurses. Finally, the program might have failed because the team of programmers

had not done sufficient research to determine the adaptability of the system in the current

hospital operations as well the ability of the current systems to flawlessly integrate the program

and function sustainably.

INTEGRATIVE CASE 7.0 4

Question 3) Why are the nurses resisting the MAR project?

The nurses are resisting MAR probably due to the phobia that comes with organizational

change. For instance, nurses feel that effective functioning of this program is a threat to their jobs

just like computerization of any other organizational procedure (Smither, Houston, & McIntire,

2016). Due to this, the nurses will do anything to ensure that the program fails to function within

the hospital setting. Moreover, the nurses are resisting the program because they feel that if the

program is successfully implemented, they may end up losing the value of their professional

expertise in maintenance of manual medication charts and other prescription procedures. Thus,

the nurses see this program as a threat to their career growth and development since most tasks

will be accomplished at the touch of a button.

Question 4) What techniques should be used to overcome the barriers to change?

The barriers to organizational change are mainly caused by various elements within the

organization. Therefore, it’s important to understand the key barriers to the organizational

change depending on the organizational structure and the nature of products it deals with. For

instance, lack of employee involvement is a barrier to organizational change. This can be

overcome by engaging all the employees to help them understand that the change is meant for

the best interests of everyone in the organization. This could be done by providing them with the

necessary resources to help them understand the change, give their opinions, and prepare them to

adjust to the change (Burke, 2017). Additionally, poor communication is also a barrier to

organizational change. This can be overcome by introducing strategies to effectively

communicate the change probably through a series of seminars to help the stakeholders

understand the need for change and the advantages that come with this change. Finally,

INTEGRATIVE CASE 7.0 5

organizational complexity is also a common barrier to change. This can be overcome by

introducing a proactive approach to tackle organizational growth and complexity. This is made

possible by a diligent and effective approach to change management.

INTEGRATIVE CASE 7.0 6

References

Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.

Smither, R., Houston, J., & McIntire, S. (2016). Organization development: Strategies for changing

environments. Routledge.

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