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Case Study # 111675 :: Organizational Change
An outline of the proposed organizational changes and cost issues at the Cleveland Veterans Health Administration.
Written in 2009; 2,326 words; 18 sources; APA; $ 71.95
Paper Summary:
This paper first provides a description of the Veterans Health Administration's (VHA) history, vision / mission, goals and objectives. The paper then proposes an organizational change to address delay of care and cost issues with the goal of improving efficiency at the Cleveland VHA will be offered. Next, a three-stage breakdown of how the proposed change will be implemented is illustrated. In the final section an analysis for a culture compatible with the proposed change is examined.

Outline:
Organizational Change
Veterans Health Administration
Change Theory
Proposed Change
Pre-Implementation Phase
Implementation Phase
Post Implementation
Organizational Culture
Conclusion
From the Paper:
"This evolution of the organization resulted in a more veteran focused healthcare organization that was entirely self contained . Today the VHA manages the largest fully integrated healthcare system in the United States. The VHA is comprised of over 1,400 different healthcare facilities ranging from Community Based Outpatient Clinics (CBOC) to full service medical centers (Department Of Veteran Affairs, 2007A). In 2006, 5.5 million eligible veterans and family members received care through the VHA with the Cleveland facility responsible for 88,000 unique patients (Louis Stokes Cleveland VA Medical Center, 2007) / (Department Of Veteran Affairs). The Cleveland VHA facility has a total of 683 medical beds and employs over 3700 medical professional and auxiliary staff ".

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