Research Paper on:
Victoria Hospital Redesign Initiative (Case Study Analysis)

Unformatted Sample Text from the Research Paper:
will impose more restraints in about 18 months time (Fryday-Field & Mikalachki, 1998). If the board acts soon, a new approach will help save the hospital money while allowing for  a more modern business model. He relays a vision he has had which would improve patient care while actually lowering costs (Fryday-Field & Mikalachki, 1998). What did he want to  do? Authors explain: "His plan required a far-reaching reorganization of the hospitals services: to replace the traditional hierarchical structure of function-specific groups or "silos" with a flat structure of streamlined  interdisciplinary and self-managed clinical teams" (Fryday-Field & Mikalachki, 1998, p.283). Of course, the doctors strategy is nothing new. In the business world today, the idea of letting go of old,  unworkable paradigms is par for the course. In many firms, the old way of doing business was to have high priced executives push paper and oversee various departments. There would  be a lot of dead weight. People would stay at a firm for quite awhile doing little but the jobs for which they were hired. When a new project would  be implemented, it seems that the staff would be stretched or incompetent. The old paradigm of a hierarchal structure is reminiscent of bureaucracy, a form for which most governments attach  themselves. New, innovative companies today often take the team approach and hire project leaders as needs arise. Some project leaders are permanent employees while others are hired for piecemeal work.  The permanent employees also have multiple tasks and are not tied to one department or another. Sometimes they are, but certainly there is more flexibility, fewer titles and more creativity.  The new, flatter structures seem to work better. One important criticism however is that some people do not work well without a title and without the knowledge of how