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

*****. Introduction

The 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 by utilizing resources, systems and culture to enable the organizati***** ***** accomplish its goals and objectives" (***** Dimensions ***** Change).

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

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

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

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


***** massive downsizes are only a short term solution to reduce *****s, with disastrous long term effects, Dr. ***** came up with three separate courses of action. The first ***** implied ***** alignment of organizational ***** with the way the hospital cared for its patients. 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 ***** entrepreneurial strategies to s*****port the achievement of ***** stated goals (Fryday-Field).


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

The financial ***** represented a significant


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