...Change and Culture Case Study II HCS/514 July 29, 2013 Brian Eigelbach Change and Culture Case Study II The increasing demand for improving patient care delivery and reducing costs in an intensely competitive industry forces organizations consider various strategies relating to restructuring. Restructuring strategies include mergers and acquisitions, staff downsizing and redefining the scope of duties and responsibilities of the employee role within the organization. When companies decide to merge sometimes radical decisions are made regarding the vision and mission of the new organization. At the start of the merger the main focus is the blending of the organization and the cultures within the organization. Managers face many obstacles during the blending process. Some of the challenges include lack of planning, staff resistance to change and failure to constantly reevaluate the changes made. It is very important during the blending of the two organizations management continue to monitor the change and determine if the process needs further adjustment in order for the new organization to meet the revised mission and goals. It is during this evaluation period that management may determine that further change is necessary and sometimes that change requires drastic staff downsizing and revised responsibilities of staff. This paper will re-examine the fictional organization from Case Study I six months after the merger of two competing healthcare organizations...
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...Change and Culture Case Study HCS/514 Version 2 December 19, 2011 Sara Brown Culture Communication and policy standard will be a huge piece of the integration. Communication will have to flow from top to bottom and horizontal among the mid level managers. Part of the communication piece will be setting the standard. If the purchased organization had different standard the employees will revert to those standard until new standard are presented to them. The culture often takes on that of the organization that purchases another; there are many processes in place that may not allow for complete integration of the employees of the sold company, into that of the purchasing company. The culture will be set from the beginning and it will be important to put into practice the two cultures so the other organization feel as if they are part of the new organization. There are services that the sold organization provides that the purchasing company does not have and may be unfamiliar with. Within such services are professionals and departments that may have their own strong mini cultures within the larger corporate culture. There will be competition between staff of both organizations, as those from each are most comfortable with their own cultures and try to maintain their current status. The mid level managers of the two organizations need to work together and see what services will work best. Being open minded and using some of the...
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...Change and Culture Case Study Two Managing in today’s Health Care Organizations HCS/514 Change and Culture Case Study Two The basic principle in designing jobs is to create jobs that employees enjoy performing because the job is naturally appealing. There are several ways to which designing jobs can be performed efficiently, pleasant, and enjoyable ("Designing jobs that motivate," nd). There are five important job dimensions, skill variety, task identity, task significance, autonomy, and feedback ("Designing jobs that motivate," nd). A learning organization is one where employees continually expand their abilities to create desired results (Smith, 2001). Designing jobs must start with the review of information views. Systems thinking are the theoretical framework which provides information to help understand factors that are involved in change allowing for clearer understanding of how to facilitate the process (Smith, 2001). With organizations facing falling reimbursements and climbing costs for services, they face the hard decision of doing more for less. Process of Job Design The redesign of an organization has several steps. The first step in the organization design process is designing principles that would be applied to certain situations ("Application of principles," nd). The ideas surrounding the first step are skills, abilities, needs, and motivation. The design team will help to formulate an acceptable model of the employee behavior ("Application...
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...significant reduction in workforce and redesign specific departments within the system. A redesign of the patient care delivery system within an organization can result from many issues such as the continued increase in health care costs, patient safety or quality concerns, or workforce shortages. This paper will discuss how an organization begins the process of job redesign, and what work processes and performance expectations must be considered once the design is implemented. It will identify the steps and structures that the organization will put in place to make it a true learning organization that will encourage the staff to adapt and excel in spite of the changes. Moreover, it will talk about how to plan and control intra- and inter-organizational communications that must occur to implement the job design changes. Lastly, how management can ensure individual job satisfaction for this position. The process of job redesign begins with conducting a system analysis. A system analysis provides an understanding of how the system works and the different elements in the system interact. In the healthcare system, this analysis helps to improve the interface between different components or personnel of that system in order to enhance the functioning of each individual component within the total organization. There are ten steps in considering the process of a job redesign (Henrisken, Battles, Marks, 2008). The first step is to decide which to decide which system would be the subject...
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...Change and Culture Case Study Paper Lauri-Ann Rivera HCS 514 April 15, 2013 Carol Young Change and Culture Case Study Paper It can be said that organizations change dramatically as well as very fast. They change in both structure and of culture. This can also be found when businesses merge together. In this case study, the paper will discuss the context of a healthcare organization. There are some sociological theories that are both present and that can be applied to whatever consequence that may occur because of the merger. A couple of good examples are as follows: conflict theory, which can be defined as concept of conflict over resources, role theory, this is any type of expectation that people have during the change, social constructionism, how reality is really seen by the business and employees, integration theory, social behavior that is looked at through micro/macro analysis, and finally, structural functionalism, this is meeting the individuals biological needs. Impact On Culture There is never a merger that begins and ends without a hitch. Conflicts will always be there. When there are two organizational cultures at work, the more dominant of the two will begin to take over. This can bring out resentment behaviors...
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...Change and Culture Case Study 1 Joan Ramos HCS/514 February 4, 2013 Debra Williams Change and Culture Case Study 1 The cost of health care in the United States remains an important concern for American consumers. The challenges for controlling costs and providing a better health care system are various and complex. These challenges, in many cases, are in the realm of the Department of Health and Human Services (HHS) or other federal or state agencies (Department of Justice, 2012). Hospitals continue to team up with other facilities, insurers and for-profit companies, although the cause of the bump in M&A activity varies. While some hospitals cite financial problems, others join forces because of collaboration mandated under the Affordable Care Act and changing reimbursement models, according to Minnesota Public Radio (Caramenico, 2012). Many dynamics in a healthcare organization can dramatically change when a merger occurs; these changes occur on the floor and among staff. The impact of merging two separate entities with different values and performance efforts can have long-term and short-term affects within the new organization. This paper is an effort to identify the impact a merger will have on the culture of the new combined organization, and how to ensure that the combined staff will work together to provide quality care without taking on a competitive stance. Change and Culture: Cultural Impacts on New Organization When two entities merge together, cultural...
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...Change and Culture Case Study 1 Sharon Reed HCS/514 October 15, 2012 Steve Kovak Change and Culture Case Study 1 In the world of health care organization mergers are common as the pressures of free market drive organizations into combining resources with each other. Not every merger is a success. The health care organizations in most successful in making a merger are characteristics. The characteristics be examined and used to reveal key insights about organizational structure and ways that the free market system operates. The main reason corporate entities are to merger with companies to increase level of competitiveness in the market. A middle manager in a health organization had experience with merged with a previous competitor. Competition result to delivery of poor quality of care. The new organization has in place outpatient and inpatient service whereas one organization does not. Mergers can occur when two different organizations decide to joint together as one. In a merger is often a clash of cultures as two different organizations interact with each other and attempt to become one. Organizations that take advantage of a merger can resolve conflicts of culture and develop new collective attitudes. Each organization has its own ways of doing things and change will be made. Change in any organization comes with conflict and resentment which, management must resolve. In organization culture brings life experiences from each employee. Culture made of morale, values...
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...Change and Culture Case Study I Elizabeth McCarthy HCS/514 April 1st 2013 Kendra Slatton, RN, MSN, CDE Practitioner Faculty University of Phoenix Online Change and Culture Case Study I For more than four decades, mergers have engrossed researchers. They are enticed by the increasing frequency and failure of mergers. Mergers and acquisitions are both precarious and complex. As they become more common, researchers are captivated in the inclusive effect a merger has on the internal and external cultures. From the initial announcement, to the long process of integrating the companies, researchers examine the changing dynamics of the parties involved. Those parties range from economies to individuals. Financial institutions and industrial corporations use mergers to increase profit and reduce cost. One outlook on mergers is that they provide quick opportunities to obtain new knowledge and resources. Conversely, for other employees thrill, gambling, changes, growth, anger, disposition, greed, and uncertainty altogether accompany a two party unification. The commonality of failure or weak performance of companies that undergo a major fusion leaves little to desire and unlimited skepticism. Lower-level employees are overcome with worries of personal threat, job insecurity, organizational change, and loss of personal identity within a new-pooled company (Miczka, & Größler, 2010). David Thyser agrees by stating, “Studies on M&A...
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...Change and Culture Case Study l Kimberly Phillips HCS/514 July 2, 2012 Norma Wright Change and Culture Case Study l Kimberly is the middle manger in a healthcare organization that has merged with a previous competitor. Up until now, the employees saw the competition as an enemy that provided a poor quality of care. The new corporation, however, has in place several inpatient and outpatient services that her organization does not. This paper will discuss the impact the sale will have on the culture of the new combined organization. It will discuss what She can do to ensure that the combined staff will work together to provide quality care without taking on a competitive stance. It will also describe what the organization will look like, in terms of systems and shape. A person who is employed as a middle manager does not have an easy job. It is even worse during the time of drastic changes. It calls for maintaining and balancing changing personnel inside the organization including a subordinate workforce and upper management. An alternative for those who have not successfully influenced the direction of an organization is to leave the establishment. However, a more ordinary but insidious alternate is to stay with the company and evolve into a mindless transporter of decisions from the top (Convey, 2004). The middle manager who accomplishes the battles with the demands from upper management with some range of success faces alternating disputes from within the company. Middle...
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...Change and Culture Case Study II Marla Jennings HCS/514 July 15, 2013 Vinnette Batiste, PhD., MBA Change and Culture Case Study II To adjust to greater competition and pressures of obtaining increased organizational efficiency and cost containment, many organizations have begun to examine strategies related to restructuring and downsizing to maintain organizational viability. These processes have included mergers and acquisitions, and redefining occupational roles of workers within the organization. Consequently, successful management of the structural change process can be daunting and overwhelming if not handled in an organized and thoughtful process. Those who are responsible for the process must recognize the barrier that may be hindrances to conception and implementation of the change process These barriers include: (a) lack of concise and coordinated planning/goals, (b) resistance to change within the organizational workforce, (c) failure to consistently evaluate the progress of the proposed change within context of the entire system, and adjust methodology as necessary. Thus, in order to achieve a balance between achieving organizational goals and addressing the uncertainty that may occur in the workforce, organizational leaders are tasked with the responsibilities of finding creative means to facilitate the mandated objectives while at the same time finding vehicles to maintain adequate levels of employee satisfaction and productivity in order to facilitate...
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...Change and Culture Case Study I July 18, 2011 Case Study I This paper focuses on the merger of company A and company B. The middle manager of a health care organization has the responsibility of combining the workforces of both companies, and re-structuring the systems and shape of the new organization. The task of making company C, the two organizations combined, is made more difficult due to the fact of prior competitiveness in the health care realm, with employees viewing company B as non-professional and lacking in quality care. Company B, however, has several inpatient and outpatient services that company A does not, validating the merger. So, this paper presents the effects of the merger, how employees are coached to work together, the new systems and shape of the organization, and the theoretical framework of the merger. Effect of Sale One of the effects of the merger of company A and company B is the power struggle and fights for control that arises from combining the two organizations. Company A was a smaller agency, with a definite hierarchal operating structure displaying a centralization of power, while company B was of a horizontal...
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...Change and Culture Case Study 1 Deardra Woods July 9, 2012 University of Phoenix – HCS 514 Professor Steven Bonell, MBA, MHA Once North Broward Hospital purchased Florida Memorial Hosptial it was necessary to focus on the relationship between the employees once the two facilities were combined. The management of North Broward Hospital District and Florida Memorial Hospital identified several key areas that will be impacted during the merger. As a middle manager at North Broward Hospital District, my job is to ensure that the combined staff will work together without taking on a competitive stance. Taking into consideration the key areas that will be impacted in the merger, new hierarchies and job descriptions will need to be made for many of the employees. This essay will discuss the transition of the employees and the impact the merger will have on the culture of the new combined organization and will address how systems will be developed as the new organization takes shape. Impact of Sale on the Culture of the Organization The culture and working conditions for the employees of both organizations will be impacted during and after the merger. Each organization currently has its own way of doing business. Employees are used to the way their organization currently works. As the two organizations merge employees and management will possibly need to get used to a new set of policies and procedures as well as new expectations and a new order of business...
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...Change and Culture Case Study Two It has been six months after the organizational merger and the new administration initiated a significant reduction in force. Organizations are making the tough decision about workforce size and structure because of unstable economic times. Reduction in workforce is a way for the organization to cut costs with employee salaries and benefits. There was a decision made to redesign patient care delivery and the first recommendation was that of a universal worker who would deliver many support services. The manager is faced with the challenge of making the redesign work knowing this model often failed with implemented in other organizations. The purpose of this paper is to discuss the process of job redesign and what work processes and performance expectations must be considered once the design is completed. Discussed is the article by Peter Senge and what steps and structures are put in place to make the organization a true learning organization, encouraging workers and managers to adapt and excel despite of the changes. Described is the plan and control the intra-organizational and inter-organizational communications that must occur to implement the job design changes. Management also must ensure individual job satisfaction. Process of Job Redesign Job redesign is the method used to improve the organizations performance. The job redesign focuses on the enhancement of services with a holistic approach. Job descriptions...
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...Change and Culture Case Study II Phyllis Parker University of Phoenix Change and Culture Case Study II The new merger between Park Care Hospital and Central Hospital now known as Park Central Hospital has provided quality care for the community since its beginning six months ago. However, since there has been a significant reduction in the workforce a new design for patient care delivery is needed. A redesign of the universal worker may be an option for Park Central. Other options need to be examined in hopes that a new delivery system of health care can be provided for the growing community. Quality care and team-work will be the cornerstone of Park Central. The universal worker is a person who is cross trained in many job departments and can provide coverage to another area in the hospital to alleviate staffing shortages. Universal workers in an assisted care facility are certified nursing assistants who provide personal care and services, and also facilitate other needs of the client (Jenkins, 2008, p. 4). Beginning The Process of Job Redesign As the nation’s largest group of health professionals, nurse’s roles are constantly evolving. They play an important role in the delivery of quality and cost effective health care. Since we have nursing shortages, traditional systems of health care delivery cannot be sustained. Reports have highlighted the underutilization of health care professionals (Fyke,2001;Mazankowski,2001; Gieni; ACHHR,2002). As a result of focusing...
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...employee and job (Job redesign: meaning, process, and its advantages,. (2013). Understanding the current process is necessary before the redesign can begin. Different approaches determine how the process is presented later. Who will conduct the observation and explain the scope of the process to be observed will need to be at the forefront of this step ("Redesign Planning Steps",. 2005). • Analyze job related information: once the collection and revision of the job content is complete there must be someone to analyze the discrepancies. This is done to determine issues that hinder performance of tasks and duties are related to the job. This is also used to investigate why employees are not able to deliver the expected output if that be the case (Job redesign: meaning, process, and its advantages,. (2013). Process flow mapping will be used to identify waste, bottlenecks, redundancies, points of dissatisfaction, and inefficient use of workforce skills ("Redesign Planning Steps",. 2005)....
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