Managing Change

Report on case-

“Instituting New

Training Programs”

Managing Change in Organizations

Submitted by-

Rubaiyet Aamrin

Nishat Kaisar

Submitted to-

M. Nazmul A Majumdar

Introduction:

A large Boston based teaching hospital recognized strong need for training and development, in the beginning they were uncertain of their level of management expertise, they had no hospital-based management skills development and training existed, they only had in-service technical education for nurses. Non-nursing managers covers three quarter of the management staff, so the hospital management decided to establish an effective training and development program for their management staffs. But initially it was not an easy task to develop the process; some top administrators opposed the idea and felt it was waste of money. After cost/benefit analysis the top management came to a decision and hired an outside consulting firm to give management training to all three levels of mangers. Initially some of the managers welcomed the program, some restricted and the third group was neutral. Those who were positive about the programs they implemented their knowledge in their work and these positive results were reinforced by newsletters and memos from the president and executive vice-president. As these programs were continuing its success therefore an in-house education system was demanded by the staffs, and their pressure made the executives determined for a full-time education function at the hospital. Therefore a training director was hired to create meaningful education program to help reach the hospital’s short and long-term objectives so a training and development department was established. The director conducted need analysis and based on need he developed effective training programs, those who attended these programs become more enthusiastic and their practice of “word of mouth” encourages others to value the programs. The increased demand made the hospital management to...