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 Change

*****. Introduction

***** approach to the four dimensions of change, 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 culture ***** enable the organizati***** to accomplish its goals ***** objectives" (Four Dimensions ***** Change).

The strategic component refers to the *****tal change 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 ***** 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 the company as well ***** support the decision making process. The corporate culture must support ***** occurring *****s ***** embrace diversity and improvement.

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

2. Application An*****ysis

The initiator of the change was Dr. Linden Frelick, President ***** Chief Executive Officer at Victoria Hospital. His plan was initially met with resistance, but its 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 and self-managed clinical teams" (Fryday-Field).

The scope of the ***** was to restructure the hospital in ***** to retrieve cost reduction, improvement of patient care and ***** utilization of employees' full potential. In develop*****g ***** ***** 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, *****. ***** came up ***** three separate courses of action. The first strategy implied the alignment of ***** ***** with the way the hospital cared for its patients. The second strategy revolved around the redesign of ***** affairs to meet ***** constraints, technological requirements and ********** needs. Finally, ***** third strategy required the development and implementation of entrepreneurial strategies to ***** the achievement of the stated goals (Fryday-Field).

Resources

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

The ***** *****s represented a signific*****nt

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