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Resources As the hospital and its members were committed to offering their patients the best care available and also forming the best medical doctors for the future, an improvement in the conditions presented by the hospital was welcome and supported by the organizations' mission statement:
In regard to the hospital's human resource, Victoria employs a total of 4,000 individuals who commit their lives to their patients. The management benefits of the employees' full support in the matter of improving health care conditions. However, personnel changes are also required, in the form of increased efficiency, self-managing and hierarchical restructuring, leaning towards horizontal in the detriment of vertical structures.
The financial resources represented a significant problem, moreover in the context of foreseen economic shortfalls. A main target was that of reducing costs; and the lay offs would displease the hospital's employees and would not represent a beneficial long-term strategy.
Systems
Until only recently, the communications system used by Victoria Hospital encompassed the traditional forms of communication, such as telephone devices or fax machines. Information Technology tools were only used to preserve personnel related data. The change initiative however brought about the implementation of it within health care operations. As such, the hospital now uses advanced technologies to keep records and develop statistics about patients and their health status. In addition, Dr. Frelick's strategies also lead to an increased efficiency of data processing and also offered patients the possibility to retrieve the desired information and make better informed medical decisions.
Culture
To provide excellent, compassionate health care for its community; to provide comprehensive health education; and to seek answers through health services research (Fryday-Field).
3. Lessons Learnt
The combined study of the strategies implemented by Dr. Frelick and the four dimensions of change reveal the true importance of taking all forces into consideration when implementing a certain course of action. They must be analyzed at all moments of conducting business operations, but even more so when the initiative of a strategic change occurs.
Practicing managers may use this knowledge to improve the quality of their decision making process, by clearly addressing all strengths and constraints in regard to their organizational resources, culture, strategies and systems.
Bibliography
Fryday-Field, K., Victoria Hospital Redesign Initiative, Ivey Management Service, Ivey Publishing, 1996
Poole, M.S., Organizational Change Process: Theory and Methods for Research, Oxford University Press, 2000
Four Dimensions of Change
Bibliography
Fryday-Field, K., Victoria Hospital Redesign Initiative, Ivey Management Service, Ivey Publishing, 1996
Poole, M.S., Organizational Change Process: Theory and Methods for Research, Oxford University Press, 2000
Four Dimensions of Change
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