Change and Culture Case Study I

Mergers occur almost every day in the business world for one reason or another. In health care two or more facilities may merge because of lack of staff, budget cuts, or poor administration that causes pending closures of one or more facilities.
When mergers of two healthcare facilities occur, top line management and administration are normally always the first to get the axe from the healthcare facility that needed the bailout. This leaves middle management with the task of effectively aligning the staff of the healthcare facilities without causing conflict that would undermine the good nature of the newly formed health care facility. The scenario calls for acting as a middle manager in a healthcare facility that has just merged with a previous competitor. Each facility will come with their own set of flaws and flourishes. This paper will address how middle management can form a bond with employees of both facilities. It will also give best practices on how to jointly implement inpatient and outpatient services and correct flaws and continue to flourish as one health care facility that provides the best service to their patients.
The usual reason for two health care facilities merging is because one facility is not doing well and is in danger of being shut down. The not doing so well can be attributed to budget, quality of service, employee retention, training, space, or a takeover in board members. There are other reasons for mergers but this is just a few described. When this merger occurred there was no consideration that the two health care facilities were competing for the same patients, they were offering similar services, and one seem to fair better financially probably because of more resources. Each health care facility in this merger loses their individual business culture and the focus is on how the merger