Here is the synopsis of our sample research paper on Hospital Downsizing/Change Initiatives. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 3 page research paper that addresses the fact that many hospitals struggle to survive in today’s dramatically changed health care delivery system, and that change initiatives that are designed to cope with fiscal survival include downsizing their number of employees and by eliminating or limiting services (Apker, 2002). Examining these change initiatives reveals implications for their short- and long-term effects. Bibliography lists 4 sources.
Page Count:
3 pages (~225 words per page)
File: D0_khhdsize.rtf
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and by eliminating or limiting services (Apker, 2002). Examining these change initiatives reveals implications for their short- and long-term effects. The student researching this topic will note that the
writer does not directly address the assignments hypothetical scenario. This is because the student purchased only 3 pages, that is, 675 words. Therefore, the writer/tutor tried to convey as much
research as possible in the allotted pages. In writing his or her own paper, the student should relate the following research to the proposed assignment scenario. The student should
also note that the topic was complicated and difficult to address in such a limited space. The student should also please note that this message was not counted as part
of the pages purchased. Many organizations are "flattening," as a means of downsizing, that is, removing levels in their hierarchical structure (McConnell, 2005). This change strategy is particularly evident
in healthcare organizations. Hospitals are "trimming down," becoming both smaller in themselves and also combining with larger entities (McConnell, 2005). First-line supervisors and middle managers are particularly affected by the
change initiative of "flattening," and those that who remain after this change is implemented will find their job descriptions altered significantly to include more responsibility, the supervision of more employees
and simply "more territory to cover overall" (McConnell, 2005, p. 177). In response to this downsizing trend, the best defense that a manager can develop against being a victim of
downsizing is to become multifaceted, that is, to realize that the future lies not in "constancy and specialization, but rather in flexibility and adaptability" (McConnell, 2005, p. 177).
Hospitals may downsize to "prune an ineffective bureaucracy, lower overhead costs, hasten decision-making, smooth communication, increase entrepreneurship or improve productivity" (Rondeau and Wagar, 2002, p. 12). However, achieving these short-term
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