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 ***** *****, strategies resources, systems ***** culture, is vital moreover when "organizations define a change project by developing an appropriate strategy *****d then manage that initiative on a daily basis by utilizing resources, systems and culture ***** enable the organization to accomplish its goals and objectives" (***** Dimensions of Change).

The strategic component refers ***** ***** total ***** decisions taken and implies a const*****nt 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 ***** implementing ***** 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 ***** occurring changes ***** embrace diversity and improvement.

Vic*****ria ***** is an org*****ization which decided to address the matter of change initiative in order to increase *****ir adaptability to the outside environment but also ***** 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 to 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 Hospital. His plan was initially met with resistance, but ***** efficiency was beneficial on the long run. The restructuring ***** the 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).

The scope of the ***** was to restructure the hospital in ***** to retrieve cost reduction, improvement of patient care and the utilization of employees' full potential. In develop*****g and implementing the process of organizational change, 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 the alignment of ***** ***** with the way the hospital cared for its **********. The second strategy revolved around the redesign of hospital affairs to meet ***** constraints, technological requirements and patients' needs. Finally, the third strategy required the development and implementation of entrepreneurial ***** to ***** the achievement of ***** stated goals (Fryday-Field).


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

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


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