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

***** strategic component refers to the *****tal ***** decisions taken and implies a constant process ***** adaptation. The strategies must be designed in full accordance with corporate capabilities and requirements and 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 rapid communication within and outside the company as well ***** support the decision making process. The ***** culture ***** support the occurring changes ***** embrace diversity and improvement.

Victoria ***** is an org*****ization which decided to address the matter of change initiative in order ***** increase their adaptability to the outside environment but also the ***** the quality of their services. These 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

***** initiator of the 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 ***** the hospital was to be done through the replacement of "traditional hierarchical structures of function-specific groups ***** a fl***** structure of streamlined interdisciplinary ***** self-managed clinical teams" (Fryday-Field).

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


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


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

The financial resources represented a significant


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