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

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

***** strategic component refers to ***** total ***** decisions taken and implies a const*****nt process ***** adaptation. The strategies must be designed in full accordance with corporate capabilities and requirements and must ***** adequately implemented. The resource ***** revolves around the company's necessities ***** 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 rapid communication within ***** outside the company as well ***** support the decision making process. ***** corporate culture must support the occurring *****s and embrace diversity ***** 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 quality ***** their services. These changes were required even more ***** 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

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 its efficiency was beneficial on the long run. The restructuring ***** the hospital was to be done through ***** 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 plan ***** to restructure the hospital in ***** to retrieve cost reduction, improvement ***** patient care and the utilization of employees' full potential. In developing ***** implementing the process of organizational change, the four dimensions were taken into consideration.


Since massive downsizes are only a short term solution to ***** costs, ***** disastrous long term effects, *****. ***** came up with three separate courses of action. The first strategy implied the alignment of organizational structures with the way the hospital cared for its patients. The second strategy revolved around the redesign of ***** affairs to meet ***** constraints, technological requirements and *****' needs. Finally, the third strategy required the development and implementation of entrepreneurial ***** to ***** the achievement of ***** stated goals (Fryday-Field).


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

The financial resources represented a significant


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