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 Dimensions of Change

*****. Introduction

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

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

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

2. Application Analysis

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

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


***** 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 strategy implied ***** alignment of ***** structures with the way the hospital cared for its patients. The second strategy revolved around the redesign of hospital affairs to meet ***** constraints, technological requirements and ********** needs. Finally, the third strategy required the development and implementation of entrepreneurial strategies to ***** the achievement of ***** stated goals (Fryday-Field).


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

The financial resources represented a significant


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