The New Medical City
[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
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