Essay - Four Dimensions of Change Victoria Hospital - Change Initiative and...

four Dimensions of change

Victoria Hospital - Change Initiative and The Four ***** of *****

1. Introduction

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

The strategic component refers ***** ***** total change decisions taken and implies a constant process of adaptation. The ***** must be designed in full accordance with corporate capabilities ***** requirements and must be adequately implemented. The resource component revolves around the company's necessities ***** implementing the change initiative ***** 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 ***** company as well ***** support the decision making process. The ***** culture ***** support the occurring *****s and embrace diversity and improvement.

Victoria 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 ***** increase the quality ***** their services. These changes were required even more ***** economic shortfalls were foreseen for the years to come and hospitals had ***** reduce costs ***** increase efficiency off al services and corporate resources.

2. Application An*****ysis

The initiator of the change was Dr. Linden Frelick, President ***** Chief Executive Officer at Victoria *****. His plan was initially met with resistance, but ***** efficiency was beneficial on the long run. The restructuring of ***** hospital was to be done through the replacement of "traditional hierarchical structures of function-specific groups ***** a fl***** structure of streamlined interdisciplinary and self-managed clinical teams" (Fryday-Field).

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

Strategies

***** massive downsizes are only a short term solution to reduce costs, with disastrous long term effects, *****. Frelick came up with three separate courses of action. The first strategy implied ***** alignment of organizational ***** 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, the third strategy required the development and implementation of entrepreneurial strategies to ***** the achievement of ***** stated goals (Fryday-Field).

Resources

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

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