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Leadership In Health

Leadership in Health High staff turnover can pose to be a great problem for any organization. High employee turnover is a major contributor to lagging productivity and the failure of industries to compete effectively. A high turnover rate makes it almost impossible to achieve superior performance. Moreover, it can also lead to a decrease in motivation, commitment, quality and quantity, poor morale among co-workers, tense work relations, lack of communication and a “who cares?” attitude. In a healthcare organization, this kind of an attitude can have a great adverse impact on the organization. As a team leader at a healthcare organization in UK, Mary has taken upon herself to reduce this high employee turnover in order to save the organization’s precious resources.

Mary feels that at present, new employees are not welcomed properly and thus they do not become a part of the organization. In order to change that, Mary wants to introduce a mentorship program to formally welcome the new staff and foster the sense of belonging in them. Her first step would be to create an environment that is conducive to change. In this paper we will first discuss what change management is and how Mary can use it in order to solve the staff turnover problem. Then we will discuss the steps Mary would have to take in order to start a mentorship program within the organization. What is Change Management? To explain, as to what is meant by “change management,” three basic definitions come to mind: (Bennis, 1969) The mission of managing change An area of professional practice A body of knowledge The Mission of Managing Change: The primary and most understandable definition of “change management” is that the expression refers to the mission of managing change. What is apparent is not essentially unambiguous.

Managing change is itself a word that has at least two meanings. One meaning of managing change signifies the making of changes in an intended and managed or methodical style. The intention is to more successfully implement new techniques and systems in a continuing organization. The changes to be administered lie within and are controlled by the organization. Though, these internal alterations might have been activated by proceedings initiating outside the organization, in what is frequently termed “the environment.” Therefore, the second meaning of managing change, is, the reaction to changes over which the organization possesses little or no control (e.g., rules of law, communal and political commotion, the actions of contenders, changing economic tides and currents etc). Researchers and practitioners alike characteristically differentiate between a reactive response and an anticipatory or proactive reaction (Schaffer, 1992). An Area Of Professional Practice:

The second description of change management is “an area of professional practice.” There are

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