...Change and Culture Case Study I Alesha Nesbeth HCS/514 September 9, 2013 Vinnette Batiste Change and Culture Case Study I The following paper will discuss the effects of merging a healthcare organization with a competitor. For the purpose of this paper the companies will be addressed as company A, company B, and company C. The following paper will discuss the merger in detail in regards to restructuring and the effect of the sale on the company as a whole as well as the culture and values of these two companies. A merger is the combining of two or more corporate entities to create one new organization with one licensure and one provider number for reimbursement purposes (Lielber & McConnell, 2008). In the case of company A and company B this is a Horizontal merger. Horizontal merger is a business consolidation that occurs between firms who operate in the same space, often as competitors offering the same good or service. Horizontal mergers are common in industries with fewer firms, as competition tends to be higher and the synergies and potential gains in market share are much greater for merging firms in such an industry ("Investopedia-Horizontal Merger", 2013). Mergers do not happen every day however; when they do it is for a variety of reasons. Such reasons as: the desire to increase size so as to have greater clout in negotiations with managed care providers who tend to bypass smaller enterprises; the desire to penetrate new markets to attract additional...
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...DISCUSSES HOW CHANGE MANAGEMENT HAS EVOLVED IN BUSINESS OVER THE LAST 3-4 DECADES? IDENTIFY 3 MAIN AREAS OF CHANGE MANAGEMENT THAT HAVE EVOLVED OVER THIS TIME. ANSWER:- Change management has evolved and grown over the past forty years. 1) Before 1990 2) The first era of change management occurred over a number of decades leading up to 1990. This era was primarily focused on understanding psychology and human behavior. Although the discipline of change management had not been established, contributions related to psychology and social dynamics helped build an understanding of how human beings experience changes happening to them and around them. 2) The 2000s Taking after the rise of a hierarchical viewpoint, the...
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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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...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 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 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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...Change and Culture Case Study I Lydia Wooten Managing in Today’s Health Care Organizations HCS/513 September 17, 2012 Darlene Cantu Change and Culture Case Study I There are many reasons why mergers take place. The main reason why corporation exists with merging with companies is to enhance their level of competition in the market. It is however important to note that conjuring departments into a single organizational unit is a different form of merging. This is due to the fact that the cultural transformation may not be as great as merging two companies. The major challenge involved with merging is getting two different groups or staff to work collaboratively to realize real benefits. In this scenario, am a middle manager in a healthcare organization that has merged with a previous competitor, Competition has been viewed to result to delivery of poor quality of care. One unique aspect about the new organization is the fact that it has in place numerous outpatient and inpatient services that our organization does not. This paper will be described what affects the organization will have on the culture on terms of systems and shapes. In detail provide quality care from the middle manager to ensure the staff will ensure quality care without a competitive point of view. Impact Sale on the Culture of the New Combined Organization T-Mobile and AT&T are similar organization but they provide different services. The same scenario for health care organization they...
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...Change Management case study: Health line Pharmaceuticals is one of the traditional family run medium size company doing business in Thailand. Started by Hirati Mioka in 1973, the company expanded steadily till 1997 by launching new products across Thailand and in different parts of Malaysia, Vietnam, Myanmar, Bangladesh, Indonesia and Philippines. The company has the core competency in making generic drugs for the entire nation. However, with the entry of the large global multinationals in the region like UK based Glaxo Smithkline, Germany based Novartis, India based Sun Pharma, China based Hepa link Pharmaceutical etc., the company started facing difficulty. From 1973 till 1990, the business of Health line grew at the rate of 23% on an average per year, which increased to the level of 31-33% per annum till 1997. However, this phenomenal growth started declining since 1999. During 1999-2010, the growth rate reduced to only 6%-7% per annum. By 1986, the next generation of Mioka family took over the helm of affairs of the company, who were more radical and liberal minded than their ancestors. They were western qualified and had the exposure to modern medicine and pharma research, being held in USA and Europe. They had close interaction through professional channels with some of the greatest pharmaceutical entrepreneurs of Asia such as Li Li of Hepa link Pharmaceuticals, Dilip Sanghvi of Sun Pharmaceuticals etc. However, this second generation could not come out of their legacy...
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...You are a middle manager in a healthcare organization that has merged with a previous competitor. Up until now, 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 your organization does not. Write a 1,400- to 1,750-word paper in which you address the following: What affect will the sale have on the culture of the new combined organization? As a middle manager, what might you do to ensure that the combined staff will work together to provide quality care without taking on the competitive stance? Describe what the organization will look like in terms of systems and shape. Use the reading to provide a theoretical framework for your discussion. Cite at least four references. Format your paper consistent with APA guidelines When a merger is done two or more entities are combined into one. This may be done through a purchase acquisition of different ideas. With a merger a new entity is created . With this new entity it is up to the manager to find ways to combine the companies so that they can effectively communicate as well as work together. Many companies fail when trying to merge because of culture differences. "The beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative...
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...Case Analysis and Problem Identification Business Database Company (BDC) possesses a bureaucratic organization structure with at least five levels of hierarchy, through which BDC's business tasks and responsibility are allocated and activities are coordinated and controlled. Meanwhile, BDC is a highly centralized organization, authority for decision making power is held in the hand of managers at the top the hierarchy. In the case of BDC, it could be revealed that the rigid structure with multi-layer hierarchy and centralization of power and authority has inhibited cross functional or inter-departmental teamwork and stifled business innovation, and become the major obstacle for encouraging initiative. There are three key problems that I have identified, which consist of organizational inflexibility, resistance to change, culture and motivation. Each problem is examined in details as following: Organizational Inflexibility - A computer-based business analysis system as an innovative product can enable customers to undertake their own database interrogation, and generate internal analysis reports. Such innovative product or service is aligned with company's strategy to promote the widespread use of computer within company, and offer customized product with a far better profit margins than conventional one. But as it can be perceived that BDC is a highly bureaucratic system of formalization with emphasize on rules and procedures to control and coordinate the activities...
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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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...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 II Change and Culture Case Study II Mergers are more than just two companies joining together to become one. There are additional changes that have to take place in order for the merging facilities to exist as one. The new organization mission and vision must be defined and communicated. There will also be a need to redesign and redirect nuisances, task, and job performance measures. The merger between Health care Facility A and Health Care Facility B was initiated six months ago. The merger created the Open Health Care Facility. This facility was forced to eliminate jobs because of duplicate positions and job responsibilities. Each health care facility contributed their own area experts in all fields and to align the staff with the budget allocations, staffing was reduced tremendously. There have been changes in the organizational structure, changes and enhancements in processes and production, and changes in the quantity of staff members. The newly structured administration sees a need for a redesign of patient care delivery because of all the changes and enhancements implemented. A suggestion was made to use the universal worker concept. Consider the words universal worker in a health care facility. This could mean that one person is capable of doing all task in every position and department. Can you say “burn out”? Burn out of employees could be one reason why the universal worker model often failed in other organizations...
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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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