A study of the managing organizational change with special reference to the Alice Ho Miu Ling Nethersole Hospital relocation project

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A study of the managing organizational change with special reference to the Alice Ho Miu Ling Nethersole Hospital relocation project

 

Author: Suen, Yuk-lam Kelvin
Title: A study of the managing organizational change with special reference to the Alice Ho Miu Ling Nethersole Hospital relocation project
Degree: M.B.A.
Year: 1996
Subject: Hospitals -- China -- Hong Kong -- Administration -- Case studies
Organizational change
Hong Kong Polytechnic University -- Dissertations
Department: Dept. of Management
Pages: ix, 107 leaves : ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1238996
URI: http://theses.lib.polyu.edu.hk/handle/200/1471
Abstract: The transfer of management for all the ex-government and ex-subvented hospitals to the Hospital Authority has brought Hong Kong into a new era of hospital services to be characterized by "Quality Health Care, Quality Hospital Services". The Hospital Authority's aims is to work towards a hospital system which will not only be effective and efficient, but will also demonstrate a genuine intention to solve the existing health care problems to the Hong Kong people. This goal can only be achieved through the adoption of a shared vision and the exercise of concerted efforts for organization development by all organizational members towards moving to the new directions. It has been identified that the traditional approach to hospital management which is characterized by a huge bureaucracy has been the rationale behind the problems leading to inefficiency in service provision as reflected in poor co-ordination and low staff morale. Being one of the oldest hospitals in Hong Kong and selected for resolving the existing organizational problems, the Alice Ho Miu Ling Nethersole Hospital (AHMLNH) under the umbrella of the Hospital Authority had undergone an organization-wide change programme by decanting the services, facilities, patients and staff from its present site to the newly constructed Pamela Youde Hospital in Chai Wan in October 1993. This study has been undertaken to look into the planning, implementation and evaluation of organizational change with special reference to the AHMLNH relocation project from the perspectives of the planned change efforts of organization development (OD). Relevant theories, concepts, and approaches will be examined with a view to developing a framework on change implementation and management for use by the hospital in its next relocation to the new hospital in Tai Po in 1996/97. It is considered that the adoption of a participative management culture is the way forward if improvement is to be made to the interdependent and multidisciplinary nature of hospital services. Emphasis is placed on organizational processes, development of interdependent work teams, and on collaboration and participation as the methods for resolving the relocation problems and achieving the mutual goals and objectives of the AHMLNH and the Hospital Authority. The study focused on the four major phases of planned organizational change viz. exploration, planning, action and integration. Organizational change is a long process. Continual improvements will rely on the use of data feedback, action research, and attempts at the change as an on-going process for the internalization of new missions and objectives within the hospital. The importance of bringing about organizational change in the Alice Ho Miu Ling Nethersole Hospital has been recognised by the hospital management. It is hoped that this study, which suggests options to aid in the implementation of organizational change can provide insights into the management of the organization-wide change efforts for the hospital in the coming future.

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