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 *****

1. Introduction

***** 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, ***** and ***** ***** enable the organizati***** to accomplish its goals and objectives" (Four Dimensions of Change).

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

Victoria Hospital is an organization which decided to address the matter of change initiative in order ***** incre*****e their adaptability to the outside environment but also the increase the quality ***** 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 Analysis

The initiator of ***** change was Dr. Linden Frelick, President ***** 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 ***** hospital was to be done through the replacement of "traditional hierarchical structures of function-specific groups with a fl***** structure of streamlined interdisciplinary and self-managed clinical teams" (Fryday-Field).

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


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


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

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


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