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

The strategic component refers ***** the total ***** 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 ***** 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 ***** decision making process. ***** corporate culture ***** support the occurring changes ***** embrace diversity and improvement.

Victoria ***** is an organization which decided to address the matter of change initiative in order to increase *****ir adaptability to the outside environment but also the ***** the quality ***** their services. These changes were required even more ***** economic shortfalls ***** foreseen for the years to come and hospitals had ***** reduce costs ***** increase efficiency off al services and corporate **********.

2. Application An*****ysis

The initiator of the 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 ***** the hospital was to be done through ***** replacement of "traditional hierarchical structures of function-specific groups ***** a flat structure of streamlined interdisciplinary and self-managed clinical teams" (Fryday-Field).

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


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


In regard ***** the hospital's human resource, Victoria employs a ***** ***** 4,000 individuals who commit ***** lives to their patients. The management *****nefits of the employees' full support 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 of vertical structures.

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


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