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Mater Hospital Case Study Analysis

Question

Write a paper answering the following questions:

  1. What were the internal drivers and restraining forces influencing the implementation of the changes at the Mater hospital? 
  2.  Considering the sustainability changes that have been implemented, which phase of Dunphy, Griffith and Benn’s (2003) ‘Model of Organisational Change for Corporate Sustainability’ does the Mater Hospital currently belong to and why?
  3. How does Kotter’s (1990) change process model corresponds to how the sustainability change interventions were managed at the Mater hospital? 
  4. To what the extent did Chris Hill demonstrated charismatic and instrumental leadership behaviours in his role as a change agent? How fundamental where these leadership behaviours as he managed various change intervention processes?
Solution

Title: Mater Hospital Case Study Analysis
Length: 4 pages (1100 Words)
Style: APA

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Mater Hospital Case Study Analysis

Answer 1

A set of factors in the internal environment of the Mater Hospital were primary causes of implementations of changes undertaken. For instance, the hospital did not meet the expectations of the staff as well as the community (Hill, 2015). These are key stakeholders for enhancing sustainability since the staff offer services to clients and the community serves as the market. When their expectations are met, they would strongly support the hospital activities, which promote success (Stucki, 2009).The hospital operations were inadequate compared to the missions and values. The changes were necessary to ensure the hospital was consistent and on track to realizing main objectives. The hospital experienced increasing expenses such power, parking, and transport among others that erode financial stability and profits (Hill, 2015). It was necessary to reduce expenses to promote profits and continued operations. The hospital had poor balance for the services, sustainability, and facility as much more emphasis was on the facilities and services that require support of initiatives that ensure long-term continuity (Dentinger & Derlyn, 2009). A number of factors restrained the hospital and contributed to the low performances. Poor marketing activities attracted a small customer base leading to low revenues yet the expenses increased (Fairfield, Harmon, & Behson, 2011). The communication systems were less developed and coordination of all people was difficult. This led to reduced control of workers towards realizing the missions and values of the hospital. Education and training facilities were inadequate and the workers had low skills with little improvements and hence could not keep pace with the changes in the environment.

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