Cast Study: National Naval Medical Center, A Graduate Management Project
Abstract
The National Naval Medical Center (NNMC), Bethesda, MD reinvented itself on July 3, 2000 when it transformed from a traditional stovepipe organization into a service line health care delivery system. In less than six months, beginning shortly after the new commander took the helm in November 1999, the Board of Directors resigned their positions as the initial step to make way for the incoming leadership of the new service line concept. Constant communication was a critical ingredient in gaining the support of the NNMC staff and patients as the stress of change gained momentum in direct relation to the speed of the Transformation. The Information Technology Service (ITS) Line at NNMC supported the Transformation from its inception. ITS staff provided technical support to staff relocating to new positions and workspaces, while at the same time improving their own efficiencies as they responded to the daily calls for technical computer assistance. However, the ITS Line was not without its own organizational stresses; it faced similar organizational behavior concerns experienced by any workplace in the midst of major change. This case study attempts to identify, question and analyze various situations that occurred within NNMC and specifically within the ITS Line.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 10, 2002
- Accession Number
- ADA477757
Entities
People
- Melody S. Peale
Organizations
- Walter Reed National Military Medical Center