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

*****. Introduction

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

The strategic component refers ***** the total change decisions taken and implies a const*****nt process of adaptation. The ***** must be designed in full accordance with corporate capabilities and requirements and must be adequately implemented. The resource ***** revolves around the company's necessities in 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 the company as well ***** support the decision making process. The corporate culture ***** support the occurring *****s and embrace diversity ***** improvement.

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

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

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


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


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

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


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