IntroductionThe rate of change organizations are undergoing has continued to accelerate over the last years and there is no evidence to suppose that this trend will cease. The intensifying demand for higher organizational performances and the increased competition are pressing organizations to become more results- focused, faster acting and more flexible. Most organizations are finding that achieving such initiatives requires effective leadership (Tourangeau, 2003). As the mounting customer demands, competitive pressures and regulatory pressures impact utilities globally, change is becoming the custom rather than an exception. It is now becoming significant for utility managers to work not only on their traditional managerial roles but also as transitional leaders; leaders who can effect change to an organization.
This poses great challenges for managers throughout organizations and especially to those having a responsibility for staff, because they have an extra role that centres on guiding the staff throughout the changes inherent in our contemporary society. Nursing, a section of the healthcare system, is one of the critical areas that require change. The frightening rise in mortality and morbidity among hospitalized patients globally intensifies concerns about professional experience.
Healthcare professionals as well as nurses require increased scrutiny for them to provide effective and safe care. This therefore means that the contemporary healthcare systems and specifically the nursing sector have to undergo some changes in order to guarantee effective service delivery. In this essay, the concept of leadership and change management will be explored and how it can be applied to manage change in the nursing handover from traditional to modern handover. This will be achieved through a review of some literature related to the topic and the application of the Quinn’s theory (Piderit, 2000).
ChangeChange often seems new and moving faster all the time, yet history is full of stories of non-stop change. The precise definition of change remains controversial among different authors. Leana and Barry (2000) define change as a never-ending process of readjustment and re-adaptation, as man responds to the ever-changing circumstances behaviourally. On the other hand, Conger, Spreitzer and Lawler (1999) argue out that change is a continuous process of transformation and it is not necessary that man re-adjust to adapt to this change.
Research studies articulate that change is often difficult to embrace as it is bound to face some resistance. For instance, in history, the Roman Centurions complained about it. The Ludites also rebelled over mechanization and rioted in the streets of Paris over the first calculating machine invented by Pascal. Numerous wars have also been hotbeds of change. Innovations, both good and destructive, often thrive. Organizations, firms and companies are broken apart. Whole populations are changed forever. However, change does not stop when people stop rioting in the streets, but such battles just move to the offices and boardrooms.
Whatever the case, the bottom line remains; change goes on, whether real or imaginary, and continues to have an effect in our lives. Science and technology continue to make our work easier and such changes though costly, are the main cause of constant strikes at the workplaces and even in our societies today.