In all across the globe there is a huge amount of change in the ways of doing business. This can be reflected in many functions within the organisation and so is the case with Human resource management. In the era of technology, companies have shifted towards taking use of artificial intelligence in their business process. Artificial Intelligence is known as the intelligence that is possessed by machine in contrast to natural intelligence present in humans. Artificial intelligence has made the work process easier in almost all the departments. Due to change in the work process, this has made the companies to rethink about their HR policies (Virtanen, et. al., 2016). There was a subsequent change that was noticed in the HR policies due to implementation of the AI in the health sectors. These changes have also been analogous to organisational strategies and have a considerable impact on the business strategy. It is essential that an organisation understands the impact of implementing the Artificial intelligence on their business so that it may not cause any negative disruption. This report highlights the types of Artificial intelligence that may change the working of the health sector. It also illustrates the use of Lewin’s Force Field theory for evaluating the likelihood of the change.
Lewisham Hospital is a part of Lewisham and Greenwich NHS trust. It is an acute district general hospital services the district of London Borough of Lewisham. It was affiliated by King’s College London. It is having emergency services at the same time it has 450 beds. It is known for its effective utilisation of resources. In this report various aspects related to AI that is used in the hospital has been discussed.
There are four types of AI that can be used in the health sector. All these AI may alter the way in which work is being done within the organisation in different sectors and so is the case with health sector (Wang, et. al., 2013). These AI and its influence of ways of doing work are as follows:
With the implementation of these AI, there is considerable change required in the working style which has directly or indirectly affected the HR policies. The first and foremost change that is required in the recruitments and selection procedures as the HR managers these days have been looking for the staffs that are more friendly with smarter technologies (Tosun, 2012). The use of AI has changed the ways in which work is done within the organisation. In the scrutiny and selection process, AI has played a much greater role. Since AI machines have made understanding of complex disease easier hence it has helped the HR managers in managing the work with less numbers of people. This has made the workforce very less as compared with what was present in the past.
The change in the working style requires a training to be given to the employees. The HR policies have also to be changed in terms of the standards and quality of training that is provided to the people. How staffs need to be work in collaboration with the AI needs to properly communicate. Since the data has become a tool for the every industry, more advanced data-driven technologies have taken the place of the workforce. In this process HR policies have also shifted towards making the employee-oriented corporate culture (Kaminski, 2011). For instance recruitment and selection have not remained such a difficult or tedious task. This is extremely important in the case of employee engagement which has become crucial for every business agenda since it plays a major role in boosting productivity and assisting businesses in batting for itself in the highly competitive market.
The policies have also changed in terms of performance management as the AI systems have helped them in improving the work culture. This is because the real time data and performance analysis of the employees can be done easily with the use of AI. This has helped the healthcare organisations in predicting the workforce trends and hence rewards and compensations that are justified can be easily provided.
These changes have a significant effect on the strategies of the business. Since AI helps in making of decisions that are based on the real time data. More important it is replacing the humans for doing operations. This has reduced the number of errors especially in the case of major operation. In recent years it is seen that many complex operations are done with the use of robots. More importantly it has shaped the healthcare service towards automation which can be done for 24*7 facilities. All these have significant impact on the business strategy that is made by the organisations for its current and future operations and decision making. The changes implemented by the AI also assist in achieving business strategy which is highly crucial in the modern day business environment.
The impact of AI on Lewisham Hospital can be understood by the following points:
From the above section of the report, it is clear that changes are brought in the work process by the implementation of the AI in the healthcare organisations. In this changing work environment, there are many things that need to be taken care of. The most important factor that has to be understood in any change is the change management strategy that is used by the company. Change management is generally considered as a systematic approach to deal with transformation and transition of processes, goals, technology, culture and other aspects of an organisation. Change management is necessary so that changes do not bring dissatisfaction in the minds of stakeholders as well as smoothness is the work process also gets maintained.
Lewin’s Force Field Model is a crucial contribution to the change management theory. It has not only helped the healthcare organisations in removing the resistance but has also assisted in understanding the problems that may create problems. Force filed analysis is a tool for analysing the forces that are somehow influencing the change management. It gives the overview of the change problems that needs to tackle by the business (Shirey, 2013). This is done by dividing the factors into forces that work in favour and against the change process. There are forces in favour of the change while there are forces that are restraining it. If equilibrium exists between the two there will be no change. Hence this model helps in understanding the fact that driving forces must excel the restraining forces in order to change to be implemented.
In the case of AI, technology and the benefits that AI is providing acts as a much greater force so as overcome the restraining forces. Along with the benefits the raining to the employees regarding the use of AI acts another important driving force. On the other hand the restraining forces are the employee satisfaction and confusions regarding their future in the company due to introduction of smart machines (Mitchell, 2013). Apart from the AI will bring new kind of work culture especially in terms of dependency on the technology will increase. This is a big resisting force that works negatively towards the employee’s productivity, if not properly handled appropriately.
Among the various strategies that are available, the most effective change management strategy that company can use is “The Environmental-Adaptive Strategy”. In the current situation, this strategy suggests that people might oppose the implemented AI and the related changes because of the disruption and loss but they can readily adapt into new circumstances. This strategy aims to transfer the burden of change to organisation rather than putting it all on the management. This strategy exploits their natural adaptive instincts and eludes the large number of complications that is linked with it and hence put efforts to alter people or their culture (Kash, et. al., 2014). It is also seen that people are often highly responsive towards confront changes when they feel the changes are undesired.
The Kurt Lewin’s change management model suggests that for changes to be effective it is important that the factors resisting change must overcome the factors that are promoting changes. Hence this strategy appropriately satisfies the mentioned change management model. This strategy suggests towards the involving everyone in the change process which can be effective in this case as the problems related to AI implementation can also be resolved. The adoption of this strategy can also be attributed by the fact that there will be radical and transformative change for which this strategy can be highly effective. Both the model and strategy aims to create a general sense that changes that are brought due to use of AI. This will make the changes very fast as well as reduce the chances of conflict between the staffs at different levels and departments.
This strategy also suggest to avail people that are capable of incorporating changes which is same as the lewin’s change management model which suggest to create an effective organisational structure for making the changes work (Nickols, 2016). Since in the case of AI implementation within the Healthcare organisations the role of internal factors is much higher hence this strategy can be used at every level of the firm.
Conclusion
From the above based report, it can be concluded that Artificial Intelligence is very helpful in the modern day organisations and so is the case with healthcare organisations. There are four different types of AI that can be used within the Healthcare firms. All the types of AI can be used within the organisation for different purposes. From complex surgery to proper maintenance of data records within the organisation, AI is making their way in everything. Implementation of AI is bringing many kind of change in the work process and hence HR policies are changing accordingly. Kurt lewin’s model for change management is an excellent for managing changes. The strategy that can be used by the company for making sure that all the changes are done as per the Kurt lewin’s method is environmental-adaptive strategy. This strategy aims to build consensus among the players that are resisting the changes. Training regarding the use of AI is necessary in the change management process.
References
Bhattacharjee, P. and Ray, P.K., (2014) Modelling and optimisation of healthcare systems: an overview. International Journal of Logistics Systems and Management, 19(3), pp.356-371.
Kaminski, J., (2011) Theory applied to informatics-Lewin’s change theory. Canadian Journal of Nursing Informatics, 6(1).
Kash, B.A., Spaulding, A., Johnson, C.E. and Gamm, L., (2014) Success factors for strategic change initiatives: A qualitative study of healthcare administrators’ perspectives. Journal of Healthcare Management, 59(1), pp.65-81.
Martinho, R., Rijo, R., Cruz-Cunha, M.M. and Varajao, J. eds., (2013) Information Systems and Technologies for Enhancing Health and Social Care. IGI Global.
Mitchell, G., (2013) Selecting the best theory to implement planned change. Nursing Management-UK, 20(1).
Nickols, F., (2016). Four Strategies for managing change. [Online]. Available at: https://www.nickols.us/four_strategies.pdf
Shirey, M.R., (2013) Lewin’s theory of planned change as a strategic resource. Journal of Nursing Administration, 43(2), pp.69-72.
Tosun, Ö., (2012) Using data envelopment analysis–neural network model to evaluate hospital efficiency. International Journal of Productivity and Quality Management, 9(2), pp.245-257.
Virtanen, P. and Stenvall, J., (2017) Intelligent Health Policy: Theory, Concept and Practice. Springer.
Virtanen, P. and Stenvall, J., (2018) Leadership and Human Resource Management. In Intelligent Health Policy (pp. 117-134). Springer, Cham.
Virtanen, P., Kaivo-oja, J., Ishino, Y., Stenvall, J. and Jalonen, H., (2016) Ubiquitous revolution, customer needs and business intelligence? Empirical evidence from the Japanese healthcare sector. International Journal of Web Engineering and Technology, 11(3), pp.259-283.
Wang, H.Q., Li, J.S., Zhang, Y.F., Suzuki, M. and Araki, K., (2013) Creating personalised clinical pathways by semantic interoperability with electronic health records. Artificial intelligence in medicine, 58(2), pp.81-89.
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