Essay - Four Dimensions of Change Victoria Hospital - Change Initiative and...


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four Dimensions of change

Victoria Hospital - Change Initiative and The Four ***** of *****

1. Introduction

The approach to the four dimensions ***** *****, strategies resources, systems ***** culture, is vital moreover when "organizations define a change project by developing an appropriate strategy and then manage that initiative on a daily basis ***** utilizing resources, ***** and ***** to enable the organizati***** ***** accomplish its goals and objectives" (Four Dimensions of Change).

The strategic component refers to the *****tal ***** decisions taken and implies a const*****nt process of adaptation. The ***** must be designed in full accordance with corporate capabilities ***** requirements and must be adequately implemented. The resource ***** revolves around the company's necessities in implementing ***** change initiative ***** may refer to staff or financial requirements. The systems used within the organization must ***** highly efficient to ensure a rapid communication within and outside ***** company as well ***** support the decision making process. ***** corporate culture ***** support ***** occurring *****s ***** embrace diversity and improvement.

Vic*****ria Hospital is an organization which decided to address the matter of change initiative in order to increase their adaptability to the outside environment but also the increase the quality of their services. These changes were required even more ***** economic shortfalls ***** foreseen for the years to come and hospitals had ***** reduce costs and ***** efficiency off al services ***** corporate **********.

2. Application Analysis

The initiator of ***** change was Dr. Linden Frelick, President and Chief Executive Officer at Victoria Hospital. His plan was initially met with resistance, but ***** efficiency was beneficial on the long run. The restructuring of ***** hospital was to be done through the replacement of "traditional hierarchical structures of function-specific groups with a flat structure of streamlined interdisciplinary ***** self-managed clinical teams" (Fryday-Field).

***** scope of the plan ***** to restructure the hospital in ***** ***** retrieve cost reduction, improvement of patient care and ***** utilization of employees' full potential. In develop*****g ***** implementing the process of organizational change, the ***** dimensions were taken into consideration.

Strategies

***** massive downsizes are only a short term solution to reduce *****s, with disastrous long term effects, Dr. ***** came up ***** three separate courses of action. The first ***** implied ***** alignment of ***** ***** with the way the hospital cared for its patients. The second strategy revolved around the redesign of hospital affairs to meet resource constraints, technological requirements and patients' needs. Finally, ***** third strategy required the development and implementation ***** entrepreneurial strategies to ***** the achievement of the stated goals (Fryday-Field).

Resources

***** regard ***** the hospital's human resource, Victoria employs a total of 4,000 individuals who commit their lives to their patients. The management benefits of the ***** full s*****port in the matter of improving health care conditions. However, personnel changes are also required, in the *****m of increased *****, self managing and hierarchical restructuring, leaning towards horizontal in ***** detriment of vertical structures.

The ***** resources represented a signific*****nt

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