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 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 ***** utilizing resources, ***** and culture to enable the organization ***** accomplish its goals ***** objectives" (***** Dimensions ***** Change).

The strategic component refers to the total ***** decisions taken and implies a constant process of adaptation. The ***** 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 the 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 and outside ***** company as well as support the decision making *****. The corporate culture must support the occurring changes and embrace diversity ***** improvement.

Vic*****ria Hospital is an organization which decided to address the matter of change initiative in order ***** incre*****e *****ir adaptability to the outside environment but also the increase the quality of their services. These changes were required even more when economic shortfalls were foreseen for the years to come and hospitals had ***** 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 *****. His plan was initially met with resistance, but ***** ***** was beneficial on the long run. The restructuring of the hospital was to be done through ***** 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 plan ***** to restructure the hospital in order ***** retrieve cost reduction, ***** ***** patient care and ***** utilization of employees' full potential. In develop*****g ***** ***** the process of organizational change, the four dimensions were taken into consideration.


***** massive downsizes are only a short term solution to ***** costs, ***** disastrous long term effects, Dr. Frelick came up with three separate courses of action. The first ***** implied the alignment of organizational structures with the way the hospital cared for its patients. The second strategy revolved around the redesign of ***** affairs to meet ***** constraints, technological requirements and patients' needs. Finally, ***** 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 ***** of 4,000 individuals who commit ***** lives to their patients. The management benefits of the ***** full s*****port in the matter ***** improving health care conditions. However, personnel changes are ***** *****, in the *****m of increased efficiency, self managing and hierarchical restructuring, leaning *****wards horizontal in ***** detriment of vertical structures.

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


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