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

1. 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 organization ***** accomplish its goals ***** objectives" (***** Dimensions ***** Change).

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

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

2. Application An*****ysis

The initiator of the change was Dr. Linden Frelick, President and Chief Executive Officer at Victoria Hospital. 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 flat structure of streamlined interdisciplinary ***** self-managed clinical teams" (Fryday-Field).

***** scope ***** the plan 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 ***** implementing the process of organizational *****, the four dimensions were taken into consideration.


Since massive downsizes are only a short term solution to reduce costs, with disastrous long term effects, *****. ***** came up ***** three separate courses of action. The first strategy implied the alignment of organizational structures 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 ***** to s*****port the achievement of the stated goals (Fryday-Field).


***** regard ***** the hospital's human resource, Victoria employs a total 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 ***** required, in ***** form of increased efficiency, self managing and hierarchical *****, leaning towards horizontal in the detriment ***** vertical structures.

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


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