Here is the synopsis of our sample research paper on Organizational Change; From A Traditional Organizational Model to A Transformed Organizational Model. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 4 page paper considers an organization that has undergone change from a traditional organizational model to transformed organizational model. The example used is the King Hussein Cancer Center which underwent change between 2002-2005, in the presence of transformational leadership. The paper outlines the way that the change took place and its impact on Sosa stakeholders. The bibliography cites 2 sources.
Page Count:
4 pages (~225 words per page)
File: TS14_TEtransOC.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
so that it can meet the needs of its stakeholders. One organization which has changed from a traditional organizational model to transformed organizational model is the King Hussein Cancer Center
in Jordan. Legislation to the change was the death of the king of Jordan in 1999, and the change took place during the 2002 - 2005 period (Moe et al.,
2007). Originally called the Al-Amal Center, the organization suffered from both image and operational problems. Al-Amal means hope in Arabic, but a slight
change in pronunciation changed the meaning of the name and likely it was known as bums, reflecting the view of the cancer center of as being one of poor quality
(Moe et al., 2007). As the change took place the adoption of a new name helped the organization receives an image of inefficiency and create a new image aligned with
changes are taking place, which had a psychological impact on the way that the organization was seen helping the change (Huczyniski and Buchanan, 2003).
The change took place through several stages, and in order to benefit from international experience in the same area the Jordanian royal court undertook consultations with the US
Health and Human Services National Cancer Institute (Moe et al., 2007). It has been noted by many commentators that community to will help implement change due to the lack of
association with former practices. In this case Samir Khleif, MD, chosen due to his experience in the region and sticks his dealings with the National Cancer Institute (Moe et al.,
2007). The changes took place in an interesting way, a set budget was given to D. Khleif., but no restrictions were put on the way that the budget should be
...