Change Initiative: Presentation of Organization

Change Initiative: Presentation of Organization

Various forces drive change in the organization. These changes have diverse effects on the organization. The organization that would be presented in the paper is Texas Forensic and Psychiatric Hospital. The hospital is based on the state of Texas. The mission statement of the hospital is to provide specialized forensic psychiatric services. On the other hand, the vision of the hospital is to have a community of acceptance, understanding, and healing. The exact mission of the Texas Forensic Psychiatric Hospital is to promote recovery through partnership. In order to achieve the organizational mission, it is imperative that the hospital collaborates with various stakeholders (Suchman, Sluyter & Williamson, 2011).

Some of the stakeholders that the hospital works closely with is the local government of Texas, State sponsored Psychiatric Hospital in Texas, the employees employed in the hospital such as physicians, nurses, psychologists and other staff. The organization also collaborates with external psychiatric consultants serving in other hospitals, the vendors, and suppliers who supply products to the organization. Additional stakeholders are forensic courts that seek the organization’s services such as mental status examination for criminals. The organization also provides services for the ordered detained patients. Various internal and external driving forces have huge implications for the organization. As a nurse manager, some of the internal forces that drive organization change at Texas Forensic and Psychiatric hospital include the high employee turnover. In recent years, there has been an increase in the number of the employees leaving the organization for the state-sponsored hospitals. Some of the factors that can be attributed to the changes include the low pay within the organization as compared to the state sponsored organization.

Additionally, the state-sponsored organization offers better pay package and more days off.  Therefore, the primary internal problems affecting the organization are the employee retention and salary problem.  The forces have significant implications to the viability of the organization. Some of the implications of the forces include the direct effects of the quality of the services provided by the organization. The organization may not be in a position to meet its budgetary expectations due to unavailability of adequate funds. These forces may also affect the hospital’s ability to provide adequate and quality meals to the 200 patients. The additional services that may be affected as the result of these forces include the ability of the hospital to meet the recreation and the rehabilitation expenses of the patients. The external forces that could be identified in the organization may include collaboration with the identified stakeholders, government policies and economic factors that have implications for the organization. Additionally, the external forces that have a significant impact to the organization are the joint commissions and other creating agencies that often facilitate funding for the organizations.

Conclusively, these forces have holistic effects to the organization. They affect the manner in which the organization functions (Suchman, Sluyter & Williamson, 2011). Moreover, it is imperative to note that the internal and the external forces have similar effects to the ability of the organization to meet its obligation. Most of the problems emanate from the inability of the organization to have the necessary financial ability to meet its objectives. When the organization has a higher employee turnover, it is forced to undertake more recruitment process. Additionally, the organization is also forced to undertake training process for the employs selected. Repeated recruitment and training process have significant effects on the organization (Carter, 2013). The expenses incurred in the process are often high. In order for the organization to undertake the process, it is often forced to alter their budgetary allocation since employee turnover is often unpredictable. The other significant aspect that gets affected by the external forces is the client’s rights. Due to increase in the number of the medical, legal cases affecting many organizations today, the organization has prioritized the need to provide quality services that do not breach the client’s rights.

Client’s rights are one of the driving forces that affect the Texas forensic and psychiatric hospital. The organization mission which is to provide specialized forensic and psychiatric services is also closely tied to the client’s rights. The organization desires to ensure that the clients are the center stage of its operations. In order for the organization to avoid breaching the client’s rights and hence leading to law suits against the hospitals, it is essential to ensure that the organization provides quality services. The organization should provide quality services that are responsive to the client’s needs. The primary way of doing so would be by ensuring that the staffs that get employed in the organization have the necessary training and the qualities (In Austin, In Bentkover & In Chait, 016). However, due to the high employee turnover and low salaries, the organization may not be able to effectively provide quality services. The organization is not able to retain its best and qualified employees in an environment that do not provide better pay. The other additional challenge is that the organization may not be able to have the employees who can understand the organization’s values.

There are various steps that the organization can undertake to respond to the driving force. Client’s rights are one of the most sensitive aspects of the organization that calls for extra vigilance. The organization is reputation is always on the line when cases regarding client’s rights. Clients rights call for proper management of the human resource in the organization. One of the primary factors that often affect the ability of the organization to provide client’s responsive services is the values held by the employees and organization’s willingness to uphold professionalism. However, due to the high employee turnover, the organization may not be able to achieve total adherence to client’s expectations.  The basic change initiative is the overhaul in the organization’s human resource management. Some of the steps that the organization may take to respond to the driving force are the improvement in its collaboration with the stake holders such as Texas government so as it can access increased funding of its activities.

The other steps that the organization may take are to diversify its source of income. The additional income that the organization achieves s should be used in employing more employees in the organization. More employees will, therefore, result in the improvement in the number of hours that the hours that the employees take rest. Additionally, the increased finances should also be used in increasing the wages of the employees. More satisfied workers are more likely to work extra hard, and this would improve the quality of services provided by the organization. It would also result in a decrease in the employee turnover in the organization. The other change that the organization should consider is the change in its recruitment policy. The hiring tool used should have psychological testing that would evaluate the ability of the employee’s to make decisions in various situations. Better performance in the psychological test may denote better performance in decision making when faced with dilemmas at the organization.

Various employees are more likely to change initiative. One of the expected changes would be an improvement on the service delivery in the organization. The employees are more likely to be highly motivated and hence leading to the improvement in the quality of services provided (Kotter, 2012).  The vision for change is the alteration of all the processes in the organization so as they can conform to the needs of the dynamic society. These processes include human resource management, service delivery and another aspect of management. The vision foe change correlates with the organization mission of recovery through partnership. The best approaches that would be used in the presentation of the vision to the internal stakeholders include seminars, talks, and organizational brochures.

There are various ways that the vision will assist stakeholders in supporting the change initiative. One of the ways is that it improves the achievement of the organizational goals and objectives. The other aspect is that the vision change would improve the reputation of the hospital in service delivery. Therefore, the internal stakeholders are more likely to support the changes. One of the potential considerations that would likely be posed by the stakeholder would be the financial implication of implementing the change. I think I would respond by assuring the stakeholder that the processes to raise additional funds are captured in the change initiative. The other potential consideration is the impact of the vision of their job security. I would respond by assuring stakeholders that their jobs security is assured.


Carter, L. (2013). The change champion’s field guide: Strategies and tools for leading change in your organization. (EBL.

In Austin, J., In Bentkover, J., & In Chait, L. (2016). Leading strategic change in an era of healthcare transformation.

Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business Review Press.

Suchman, A. L., Sluyter, D. J., & Williamson, P. R. (2011). Leading changes in healthcare: Transforming organizations using complexity, positive psychology, and relationship-centered care. London: Radcliffe Pub.