LEADERSHIP OF REDUCTION IN WORKFORCE 1
Planned Change: Leadership of Reduction in Workforce
Chamberlain College of Nursing
NR534 Healthcare Systems Management
IN THE CASE YOU WILL FIND
a. Approach to the Organizational Mandate
b. Reduction in Workforce-Deciding
c. HR Metrics With Relative Information
d. Reduction in Workforce-Planning the Change
e. Healthy Work Environment
f. Then Conclusion
, LEADERSHIP OF REDUCTION IN WORKFORCE 2
Planned Change: Leadership of Reduction in Workforce
In order for healthcare organizations to remain competitive and financially
responsible they often examine their resources, sometimes the outcome of that analysis
results in a decision to proceed with a process called reduction in force (RIF). In the ever-
changing world of healthcare this is a far too common event and Roxboro Medical Center
is no exception to this phenomenon (Daniels & Ritter, 2018). Roxboro has been faced
with a declining market for the last couple of years. Recently the decision was made to
decrease their management workforce by 30% over a six-month period.
Approach to the Organizational Mandate
The purpose of this paper is to examine the skills and knowledge required to plan
and implement an organizational change that will have a system wide effect on the
Roxboro Medical Center and those associated with it. Throughout the paper specific
items to be discussed will include (1) the decision making process involved in a RIF and
how that process can be affected by certain information (2) challenges, conflicts and the
role ethics play when making RIF decisions (3) an overview of the proposed
reorganization plan (4) the proposed change model, along with potential conflicts and
benefits of its use (5) the anticipated impact of a RIF on the organization and staff with
strategies to overcome them.
Organizational restructuring is never an easy task, the far-reaching effects it has
on staff and the community are not taken lightly when managers are asked to implement a
RIF. Incorporating the organization’s mission and values should happen early on in the
RIF process to ensure strategic planning is aligned with the goals of the organization.
Managers must handle a RIF with transparent communication and sensitivity because of
Planned Change: Leadership of Reduction in Workforce
Chamberlain College of Nursing
NR534 Healthcare Systems Management
IN THE CASE YOU WILL FIND
a. Approach to the Organizational Mandate
b. Reduction in Workforce-Deciding
c. HR Metrics With Relative Information
d. Reduction in Workforce-Planning the Change
e. Healthy Work Environment
f. Then Conclusion
, LEADERSHIP OF REDUCTION IN WORKFORCE 2
Planned Change: Leadership of Reduction in Workforce
In order for healthcare organizations to remain competitive and financially
responsible they often examine their resources, sometimes the outcome of that analysis
results in a decision to proceed with a process called reduction in force (RIF). In the ever-
changing world of healthcare this is a far too common event and Roxboro Medical Center
is no exception to this phenomenon (Daniels & Ritter, 2018). Roxboro has been faced
with a declining market for the last couple of years. Recently the decision was made to
decrease their management workforce by 30% over a six-month period.
Approach to the Organizational Mandate
The purpose of this paper is to examine the skills and knowledge required to plan
and implement an organizational change that will have a system wide effect on the
Roxboro Medical Center and those associated with it. Throughout the paper specific
items to be discussed will include (1) the decision making process involved in a RIF and
how that process can be affected by certain information (2) challenges, conflicts and the
role ethics play when making RIF decisions (3) an overview of the proposed
reorganization plan (4) the proposed change model, along with potential conflicts and
benefits of its use (5) the anticipated impact of a RIF on the organization and staff with
strategies to overcome them.
Organizational restructuring is never an easy task, the far-reaching effects it has
on staff and the community are not taken lightly when managers are asked to implement a
RIF. Incorporating the organization’s mission and values should happen early on in the
RIF process to ensure strategic planning is aligned with the goals of the organization.
Managers must handle a RIF with transparent communication and sensitivity because of
