Carolinas Healthcare Organization

Carolinas Healthcare Organization

Carolinas Healthcare System is one of the leading and most innovative healthcare organizations that provide a full spectrum of wellness programs and healthcare throughout North and South Carolina. The organization has a diverse network of care locations to include hospital standing free emergency departments, academic medical centers, hospice and palliative care services, physician practices, surgical and rehabilitative centers as well as nursing homes and behavioral health centers. The healthcare works to enhance well being and the overall health of its communities through education, research, high-quality patient care and collaborative partnership activities. The recent statistics from the organization indicate that the system operates nearly 7,400 licensed beds and has an employee capacity of 65,000 people (University, O. N. C. H. C, 2017). The total patient encounter s far is estimated to be at 11.6 million with a community its community benefits totaling $1.87 billion. Carolinas healthcare organization has its headquarters in Charlotte North Carolina of the United States and several other offices in diverse locations of their healthcare teams.

The mission of the healthcare organization is to improve health, elevate hope and advance healing for all. The company works towards achieving the mission through addressing the social determinants of health such as poverty, unemployment, homelessness and lack of primary care services. The CEO of the organization describes that the organization cannot meet the objectives alone, but through teamwork and partnership, a positive impact can be made on the overall health of the local communities. During the 2016 meeting, the mission of the organization was expanded by taking of bold new steps to increase opportunities for care (University, O. N. C. H. C, 2017). A new business system model was adopted into the organization to focus much more on preventive care and helping people to stay healthier and longer. The mission of the organization has also expanded to include greater emphasis on improving patient outcomes, increasing access for people and addressing the social determinants of health. New partnerships with schools, government agencies, research and health departments aid in the achievement of the company’s objectives.

The current change that is taking place in the organization is a plan to form a new organization in partnership with the University of North Carolina (UNC). The plan was announced on 31st August 2017 with the aim of providing solutions for healthcare’s most pressing issues in North Carolina and beyond. The new organization will form one of the leading non-profit healthcare systems in the country by blending the best of the enterprise (University, O. N. C. H. C, 2017). One of the interesting parts in the new organization is that it will be non-profit based. It is difficult to find new changes into an organization that does not add value to the company, but to the people. The change comes as a result of increased healthcare challenges in the United States more specifically Carolina

Change is a process that takes time in an organization. The parameters that are addressed in the new plan of the two organizations include increasing access and affordability, growing of the renowned academic enterprise, advancing clinical care expertise and contributing to the region’s economy. There is a new plan that ventures in research and according to the CEO of the organization, there will be nearly 1400 clinical trials aimed at uncovering solutions to treatment in diseases like Cancer. The second critical plan is to house seven nationally-ranked adult clinical service lines and nine nationally-ranked pediatric lines to promote the health of the population. Education and training have not been left out in the programme as medical students are needed in future. The agreement of Carolina healthcare system and UNC is under scrutiny, and when an amicable solution is provided, the new change will be effected. According to the new plan, minimal conflicts are likely to occur because it is an agreement. However, the new change is likely to take time because of its nature. I think the new organization is going to be formed after a period of three to five years. It requires a lot of inputs from both sides, a lot of capital and expertise in the management of the organization. Financial interests are likely to emerge in future having it that the primary focus is in the formation of a non-profit organization.

Change management theories give a direction to an organization on how a new change should be incorporated. After reviewing the various theories of change management, I found out that Kotter’s eight-step model is the most appropriate to use in Carolina’s health care change system. The model is simple as it provides systematic steps of effecting change. According to the theory, a drive for taking action should be determined. First, vision and goals created and communication of change needs follows (Jansson, 2015). Staff empowerment, the creation of short-term goals and persistence will help drive the change towards success with the last step being refreezing. I support the theory because the change to take place involves partnership. Employee involvement and monitoring of the progress will ensure that the change is accepted and all resources needed are made available. Systems thinking examine the linkages between the components that comprise the organization. The new change will bring an impact in internal and external collaboration since UNC is involved. Technological support from the organization is needed to monitor the progress of the change. The new change will affect several sub-systems in the organization to include the fiancé sector, management system, technology and the decision-making system.

Communication serves as a foundation for planning in an organization. The new change in the healthcare system of Carolina will require effective communication to maintain the interest of the stakeholders. Communication is a building block in the success of an enterprise because it promotes motivation, alters the attitude of individuals and controls the process of change. In reducing doubts from the stakeholders, weekly or monthly reports on the progress of the new change will help keep the interested parties informed. Financial balances and the usage of resources should be communicated to reduce doubts in the departments and perhaps for accountability purposes.

The motivation of stakeholders is necessary to keep them on track and to minimize loss of interest. Stakeholders with an active role can be motivated by holding regular informational meetings. During the meetings, an opportunity to air their views is given thus improving their participation. Stakeholder feedback is another strategy of keeping the active participants on toes. Other stakeholders like employees can be motivated by monthly reports and workplace motivations (Jansson, 2015). I recommend that technical training and advancement be made on the employees so that the cost of change is minimized. The support from other areas such as authorities, court and the government is required to make the change formal. The support can be used later if any conflict of interest arises.

Sustaining organizational change is a skill that is needed by managers. Carolinas healthcare management can use the following strategies in sustaining the change: involvement of the stakeholders, effective communication and reporting on the benefits of the change. Stakeholders are held accountable for organizational change in many ways. They are involved in the decision-making process, play a role in legislation and provide financial support to the organization (Harrison, 2015). Accountability of the stakeholders is measured through their input into the organization. To measure organizational change effectiveness, I recommend that the management should measure the cumulative progress of the change. Transformational change should be measured by the results of the project. I recommend that the management should draw monthly evaluations to ascertain positive results from the new change.


Jansson, N. (2013). “Organizational change as practice: a critical analysis”, Journal of Organizational Change Management, Vol. 26 Issue: 6, pp.1003-1019,

Harrison, J. S., & Thompson, S. M. (2015). Strategic management of healthcare organizations: A stakeholder management approach. New York: BEP Business Expert Press.

Kelly Chermack , 
Erin L. Kelly , Phyllis Moen , Samantha K. Ammons , (2015), Implementing Institutional Change: Flexible Work and Team Processes in a White Collar Organization, inSamantha K. Ammons , Erin L. Kelly (ed.) Work and Family in the New Economy (Research in the Sociology of Work, Volume 26) Emerald Group Publishing Limited, pp.331 – 359

University, O. N. C. H. C. (August 31, 2017). Carolinas HealthCare System and UNC Health Care Announce Plan to Form New Organization and Provide Solutions for Healthcare’s Most Pressing Challenges in North Carolina and Beyond. Unc Health Care: News, 2017-8.