In the 21st century the health care industry is in constant flux. Health insurance organizations have to attempt to satisfy stakeholders while at the same time adhering to state and federal mandates. In order to survive, a health plan will need to create a strong vision and mission and the organization should be built for change. In addition, leaders must learn to hone in on their technical skills, their human skills, and their conceptual skills in order to lead their subordinates and be successful (Robbins, Judge, & Vohra, 2012).
Organizational Behavior (OB) is the study and function of knowledge about how individuals and groups act in organizations. OB looks at what people do in organizations and how their actions affect the organization as a whole. It does this by taking a systemic approach. That is, it explains people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to create better connections by achieving human objectives, organizational objectives, and social objectives (Robbins, Judge, & Vohra, 2012).
Diagnosing the Problem
In taking on any type of change it is important to remember, that actually realizing there is a problem is crucial in the process of diagnosing the cause of the problem. Unless the problem is readily apparent a change agent will need to diagnose the problem. In diagnosing the problem a leader can consider these investigative questions. What is the problem and what distinguishes it from the symptoms? What must be changed to resolve the problem? What outcomes are expected, and how will these outcomes be measured (Gibson, Ivancevich, Donnelly & Konopaske, 2009)? Without the answers to these questions the problem may not be fully understood and the misguided solution will definitely fail. Since organizations are constantly changing a failed attempt at change could have long lasting effects, thus making employees resistant to change.
Management by Objectives
Because I have been involved in many health plan turnarounds, there always seems to be the glaring problem of strategic congruence. That is to say, there is usually a problem aligning vision and mission, with organizational goals. Therefore, in order to help my organization adapt to this constantly changing environment I would implement a strategic change initiative using Management by Objectives (MBO). This intervention will not only help tie the vision, mission, and goals together, it will help build a more empowered culture. Additionally, it will also create an opportunity for Human Resource Management interventions. (MBO) also lends itself to a Technosctructural intervention, because (MBO) requires a more flat organic structure. An organization’s structure should help it achieve its goals, since goals are an important part of the organization’s strategies it makes sense that strategy and structure be closely connected. Particularly, if managers...