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 ***** change, 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, ***** and ***** ***** enable the organization to accomplish its goals and objectives" (***** Dimensions of Change).

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

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

2. Application An*****ysis

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


***** massive downsizes are only a short term solution to ***** *****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 *****' needs. Finally, the third strategy required the development and implementation ***** entrepreneurial strategies to ***** the achievement of ***** stated goals (Fryday-Field).


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

The ***** ***** represented a significant


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