The New Medical City

August 24, 2017 Medical
[pic] The Medical City: Leading Change In A Changing Organization In Partial Fulfillment of the Requirement in MBA 2018: Business Management 6:00 – 9:00PM (Thursdays) Presented to Dr. Melanie B. De Ocampo Professor By: Christine R. Cueva Therese Regla-Marie Y. Espina July 14, 2011 I. Statement of the Problem How does The Medical City lead the organizational development and transformation program towards a new state-of-the-art facility that better aligns their values and vision with their institutional imperatives of putting patients on center stage and providing service of greater worth? II. Objectives Identify the changes – physical and organizational – giving rise to the new Medical City. • Design and implement an organizational development and transformation program that will streamline the ongoing change of achieving a quantum improvement in the hospital’s operations and corporate performance. • Formulate a new vision, mission that define the values of the new facility and the range of services being offered. • Directly involve the human resource as its ultimate collaborator in visualizing and designing the ideal work processes and departmental layouts. • Harmonize the organizational culture. III. Case Questions/Analysis

Is the Medical City on Ortigas Avenue really new? Why or Why Not? The physical facilities and organizational structure of the hospital complex of The Medical City on Ortigas avenue is new. It is a 100% improvement over the old hospital. Along with the physical changes, the management also upgraded the quality of service they provide to their clients so it coincides with their new vision and mission. It signifies the organization’s renewed commitment towards providing superior health care to individual patients, even as it offers itself as a national resource, to be engaged in the pursuit of social reform and equitable development.

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The transformation of The Medical City is not only aesthetic, In the last few years, together with the construction of the new site, The Medical City has embarked on an ambitious organizational development and transformation program – an enterprise to clarify institutional vision and values, and enliven these in the structures, systems, processes and culture of The Medical City. What type of leader is Dr. Bengzon? Does he fit into any existing model of leadership? Dr. Bengzon displays the attitude of a transformational leader who motivates his team to be effective and efficient.

He asses his people by pushing them to the edge and help them realize their full potential. He focuses on the big picture, needing to be surrounded by people who take care of the details. Transformational leaders have the ability to inspire and motivate their followers beyond their job description. This is how he is being described in the case. He seeks to bring change in his environment by listening and identifying ways on how to improve the situation of the organization.

He has transformed the institution into a world-class healthcare complex offering excellent services and top of the line facilities, an end result to a very well thought of organizational development and transformation plan under his guidance. As leader, he is always looking for ideas that move the organization to reach the company’s vision. He focuses on the Total Quality Management philosophy, devoted to continual improvement and responsiveness to customer needs and expectations. He has an intense focus on the client, the patients, putting them on the center stage of the organization.

He is process focused, has a concern for continual improvement of the quality of everything the organization does and empowers his employees. Aside from Dr. Bengzon, Managers both from the medical and administrative departments were identified as leaders of the change program, they underwent workshops on leadership. They served as coaches to their departments. Teams were also organized into two groups, the “movers” and the “shakers” to streamline the change implementation. Movers were responsible for planning, organizing and leading the physical move to the new facilities.

Shakers were the change agents, who had been taught management skills which dealt with how people would react to the new environment. List and describe the major stages in organizational development and transformation at The Medical City. Are there more effective ways of going about the change process in this particular case? The first stage of the OD & T program was the formulation of the vision and mission statements. The creation of these statements will help define the values the organization wants to project and will help direct them to adopt new paradigms and delivery of their health services.

The second stage involved designing the new facility, with concentration on the correlation of the physical facilities/amenities and the work process it involves. The primacy of the human resource was put into good use during this stage as the employees were empowered to give inputs about their ideal working environment and processes following a set of guidelines set by Dr. Bengzon. After the employees outputs were gathered, the design people came in to assess, evaluate, and prepared the final layouts. Next stage was the corporate restructuring and development.

This involved reengineering of the business process, enhancing IT infrastructures, establishing the organizational roles and business processes, aligning institutional culture and developing human resource systems and capacities. Then when the facility neared completion, the movers and shakers were called in to streamline the change implementation and help individuals adapt to the new environment. Based on the case details, would you say that the employees cooperated in the change process? Or do they do the opposite? How do you account for their attitude? The primacy of the human resource was put into practice when Dr.

Bengzon asked the cooperation of the employees in designing the new hospital. They collaborated in the change process initially because Dr. Bengzon had asked them to participate on the project. But eventually they realized that their cooperation will help improve the way they work going forward and so their support was imperative knowing this will be for the greater good not only for their individual work processes but also for the good of the institution as well. As a result of their participation and careful planning, the needs of the employees were duly taken into account.

What is the role of the statements of vision, mission and core values in the change process? The role of the statements of vision, mission, and core values of the institution defines the values of the organization and informs the public of the range of services the New Medical City is offering to the patients. These statements summarize the organizations purpose and contribution to the medical industry. It is this vision and mission that direct the organization to adopt new paradigms on health and the delivery of health services.

What role does communication play in the change process? Can you describe the part it played in the transformation of The Medical City? Communication is the base for goal achievement focusing the group on the final desired outcome or goal attainment. It transports exchange of ideas, messages, or information by speech, signals, or writing. Without communication, the organization would not function harmoniously. If diminished, everyone suffers. With thorough, accurate and timely communication, the organization tends to be vibrant and effective.

Communication is key to harmony. Communication was a crucial tool on the OD & T program. It channelled ideas, concerns, outputs to all concerned individuals who took part and contributed to the planning and development of the new facility. Everyone was involved, and thus communication was key to the successful collaboration, presentation and application of ideas. Let’s assume that you are an employee at The Medical City and that OD & T has just been officially concluded as a success. Where do you think The Medical City should be headed from that point onward?

The New Medical City, with its professional and state-of the art facilities, remain warm and patient-friendly. Their quest to successfully implement the organizational development and transformation program of clarifying their institutional vision and values, and enliven these in the processes, structure, systems and culture of the organization has resulted in their renewed commitment towards providing superior healthcare to individual patients, even as it offers itself as a national resource, to be engaged in the pursuit of social reform and equitable development.

The cooperation and contribution of the institution’s human resource in the planning, designing and implementation process has resulted in a very beautiful synergy of organization, operation, system and work process which rightfully describes their new vision and mission. The Medical City proves why it is the country’s Capital of Health, the center of all that is new and true about health.


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