Module 4 - Case Leading Transformational Change and Resistance to Change, management homework help

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Question Description

Module 4 - Case

Leading Transformational Change and Resistance to Change

Assignment Overview

For this assignment, you will continue analyzing the Medicaid case study, this time from the perspectives of the change process and types of interventions that the City, in partnership with the consulting firm, used to transform the NYC offices, as well as the resistance to change and the leadership strategies required to overcome it.

Required Reading

Isett, K. R., Glied, S. A., Sparer, M. S., & Brown, L. D. (2013). When Change Becomes Transformation. Public Management Review, 15(1), 1-17. doi:10.1080/14719037.2012.686230

Note: You will need to do additional research on the Medicaid offices in NYC to be able to complete this assignment.

Case Assignment

Drawing on the material in the required and background reading, prepare a 6-7 page paper (not including cover and reference pages) in which you:

1.Analyze the Medicaid Case Study using Kotter’s model for change. Specifically, what did or didn’t the City, in partnership with the consulting firm, do that followed or went against the model.

2.What types of interventions were used to “induce” change

3.What types of resistance to change were present? What did or didn’t the City and/or the consulting firm do that enabled them to overcome any resistance to change. .

4.Define the leadership strategies present to lead the change and overcome resistance.

5.What limitations does Kotter’s model have, and how did they manifest in this particular situation? What should be done to ensure that when using it they do not impact your analysis / change project?

Keys to the Assignment

The key aspects of this assignment that should be covered in your paper include:

1.Apply the Kotter Model of Change to analyze the case study.

2.Thoroughly examine the eight key areas of the model.

3.Summarize and analyze the nature of the interventions used to transform the Medicaid offices. Which are techno-structural? Human processual? Multi-faceted? Large group?

4.Identify individual sources of resistance to change and their causes

5.Identify structural sources of resistance to change and their causes

6.Evaluate the City / consulting firm’s leadership and the impact it had on overcoming the individual and structural barriers to change at Medicaid.

7.What else would you recommend be done to help avoid and/or overcome resistance to change at the Medicaid offices going forward?

8.What are the limitations of Kotter’s model? How would you recommend it be changed?

Assignment Expectations

Your paper will be evaluated using the following five (5) criteria:

Assignment-Driven Criteria (Precision and Breadth): Does the paper fully address all Keys to the Assignment? Are the concepts behind the Keys to the Assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?

Critical Thinking (Critical Thinking and Depth): Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?

Business Writing (Clarity and Organization): Is the paper well written (clear, developed logically, and well organized)? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included in all papers? Are paraphrasing and synthesis of concepts the primary means of responding to the Keys to the Assignment, or is justification/support instead conveyed through excessive use of direct quotations?

Effective Use of Information (Information Literacy and References): Does the paper demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality (library?) sources? Do additional sources used in paper provide strong support for conclusions drawn, and do they help in shaping the overall paper?

Citing Sources: Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper end references and in-text citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all end references been included within the body of the paper as in-text citations?

Tips and Suggestions

Note the following tips and suggestions:

1.You may use a simple diagram (such as a Fishbone diagram (Force Field Analysis) or a process visual) to highlight important factors. However, do not use the diagram in lieu of valuable analysis (or to take up valuable writing space) - it should be in addition to your paper of 6-7 pages of analysis.

2.Just because you have written the minimum four pages does not mean that you have adequately covered the topic. Err on the side of more writing rather than less.

3.Do not use every piece of data in the case.

4.Include a cover page and reference page, in addition to the 5-6 pages of analysis described above.

5.Include headings for all papers greater than two pages (basically all papers).

6.Cite and reference all sources that you use in your work, including those that you paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for that information which you have "borrowed" or paraphrased from other sources.

7.Follow the Student Guide to Writing a High-Quality Academic Paper.

Tutor Answer

CristinaP
School: University of Virginia

Attached.

Running head: KOTTER’S MODEL ON MEDICAID OFFICES IN NYC

Application of Kotter’s Model on Medicaid Offices in New York City
Student’s Name
Course
Institution
Date

1

KOTTER’S MODEL ON MEDICAID OFFICES IN NYC
Introduction
Medicaid is a health insurance program for public health that is being implemented by
the US targeting the poor. The organization that now serves 19% of the US population is
highly regulated by both the Federal and State governments and presents an extremely
bureaucratic structure. This paper uses Kotter's change management model to analyze the
change process at the New York City Medicaid offices. Like all public organizations, the
implementation of change at the New York Medicaid offices faced a lot of resistance
especially from employees who were interested in maintaining a status quo due to several
factors including power, institutional pressures and comfort levels.

Kotter’s Change Model
After interacting with numerous leaders and organizations in the process of
transformation, Dr. John Kotter distinguished and outlined the 8-step process of leading
change as shown in Figure 1 below. Kotter’s model is designed to help managers to
implement change in their organizations (Brisson-Banks, 2010).

Figure 1: Kotter’s 8-Step Change Model

2

KOTTER’S MODEL ON MEDICAID OFFICES IN NYC
Creating the Climate for Change
Apart from identifying the 8-steps to change implementation, Kotter categorized them
into three broad categories with the first one involving the process of creating a climate for
change. This category encompasses the first three steps creating a sense of urgency, forming
a powerful coalition and creating a vision for change. The increasing dissatisfaction with
Medicaid enrollment offices in New York City created a sense of urgency for change to more
efficient and consumer-friendly (Isett, et al., 2013). The City officials formed a coalition that
included an organizational consultant and employees of the program to be able to implement
the change process. The objective of the change process was primarily to improve eligibility
renewal procedures, reduce paperwork and the time used in initial enrolments.
Engaging and Enabling the Organization
The second category of the Kotter's model was made up of four steps including
communicating the vision, empowering action and creating quick wins. The consulting firm
informed the Medicaid management the importance of allowing employees to own the
process and the vision for the change were communicated to "change teams" that were
formed along departments in the organization. While the organization had been traditionally
hierarchical, employees were empowered to provide feedback and ideas on what they would
love changed within the organization. Small wins were provided in the form of monthly
upgrades on the office designs according to sugg...

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Anonymous
Thanks, good work

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