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

1. Introduction

***** approach to the four dimensions of *****, 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***** to accomplish its goals and objectives" (***** Dimensions ***** Change).

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

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

2. Application Analysis

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

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

Strategies

***** massive downsizes are only a short term solution to reduce *****s, ***** disastrous long term effects, Dr. Frelick came up with 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 resource constraints, technological requirements and ********** needs. Finally, ***** third strategy required the development and implementation ***** entrepreneurial strategies to ***** the achievement of ***** stated goals (Fryday-Field).

Resources

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

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

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