Change and Culture Case Study II: Job Redesign Duane S. Goggins-Week#5 Assignment HCS/514 January 9, 2012 Sara Brown Change and Culture Case Study II: Job Redesign 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
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Change and Culture Case Study II Melinda Calhoun HCS/514 December 6, 2012 Kerubo Kinaro Change and Culture Case Study II Health care organizations merge to eliminate competition and gain power. Health care organizations that merge will have changes and the staff can be impacted. Six months after a health care organization merges with a competing organization, administration initiates a significant reduction in force and makes a decision to redesign patient delivery. The
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Change and Culture Case Study II Maria Ricks-Bailey HCS/514 August 22, 2011 Albert Hart Change and Culture Case Study II Madison Regional Medical Center (MRMC) and Richmond Community Hospital (RCH) merged and became Richmond Community Health System (RCHS). The new administration has initiated a significant reduction in force and tasked management to redesign patient care delivery; this includes the introduction of universal workers. A committee developed to assist in
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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
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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
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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
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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
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stable relationships among jobs and groups of jobs. The primary purpose of organization structure is to influence the behaviour of individuals and groups to achieve effective performance.” Gibson, Ivancevich, Donnelly and Konopaske (2009:418). Organisational structure and job design are key determinants of employee job performance and satisfaction. The degree to which the employee fits into the designed job and structure will determine the quality of performance and job satisfaction of that employee
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interaction. This study develops the construct of business process orientation (BPO) as it relates to interdepartmental dynamics. It also develops and validates the measures for BPO and tests the proposed relationship of BPO to interdepartmental dynamics. Copyright( - Property of Dr. Kevin McCormack. Do not copy without permission TABLE OF CONTENTS EXECUTIVE SUMMARY ………………………………………………………. 3 I. INTRODUCTION AND PURPOSE……………………………………… 4 II LITERATURE REVIEW
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four major headings: structure and culture, the role of managers, team working, and reward system. The conclusion is that BPR principles on the management of human resources as stated in the literature seem to find a full application in most of the organisations investigated. However, there were two exceptions to the expectations in the literature. The first was that there would be a change to a process-based structure; a change is seen in the majority of cases, but to a matrix style of organisation
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