ices, structure and leadership of the organization, redesign of the upper management structure, improving the accountability of present leadership, full evaluation of external factors relating to staff going elsewhere after training, and becoming a learning institution with good knowledge management. These are not easy changes and the commitment to make such changes must come first (Banker & Alban, 1997), as the configuration of the organization is changed.
This is an organization in trouble at this time and it is very possible that the Human processual approach will not help at this time due to the slow incremental scale of the change. This change needs to happen more rapidly. The technostructural approach will need to be used to approach the changes in accountability for the different jobs and the job descriptions. The structure of the organization must change, removing silos and building a team structure.
Multi-faceted approaches include as many different groups as possible and the is the approach that will need to be used most often here. There are many departments in a hospital and they all depend on each other to provide quality patient care. It will be important to include each of these departments in the process of change or run the risk of on providing a change that does not completely blanket the institution (Caluwe & Vermaak, 2004). The large groups approach will need to work hand in hand with these multi-faceted groups.
All of the symptomology noted in the original case study relate to such things as external environment, leadership, organizational culture and structure as well as management practices. The Burke- Litwin model best suits this case because it incorporates all of these variable. The suggested changes in this paper are designed from the needs shown in the original study and the ability of the Burke-Litwin model to deal with those. With those things in mind, the management structure must change, the senior team needs updated management