Change and Case Study one
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Change and Case Study
In health care middle managers plays a vital role in safety, and quality improvements. . Middle manager role is to develop a strong relationship with his or her employees, and in the process, learn his or her individual wants and needs. They also make sure that many elements of the system are met and his or her employees are satisfied with their work and demands can be met. They recognize various problems within the organization, and also find solutions to fix the problem faster than any managers higher up in the organizational ladder (Valentino, 2004). Middle managers develops stronger relationships with employees because they shows greater understanding of the organizational culture. Merger means combining two or more companies together and offering the stockholders of one company securities in one company in exchange for the surrender of their stocks. This means when two companies are combining into one the decision is usually mutual between both of the companies. A merger is similar to an acquisition or a takeover of a company, except in the case of a merger existing stockholders of both companies retain a shared interest in the new organization. The acquisition it handles one company purchases like bulks of a second companys stock. Competition has been viewed as result of delivery of poor quality of care in the organization. There is one unique view of the new company is the fact it has placed various inpatient and outpatient services to the organization. In this scenario: A middle manager in a health care organization that has merged with a previous competitor. Up until now, employees saw the competitor as an enemy that provided a poor quality of care. This paper will explain how merged work and what the middle manager duties are and what to do in situations like this. It also explains the affect of the sale, combined staff, and systems and shape.
Affect of Sale
Although, the culture often takes on that of the organization that purchases another, there are many processes in place that may not allow for complete assimilation of the employees of the sold company, into that of the purchasing company. There are services that the sold company provides that the purchasing company does not have and may be unfamiliar with. 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. In health care there are no two organizations exact the same in acquiring the same commitments in approving health, patient care, and safety. When culture is brought between two merging health care organizations there is no avoidance (Swain & Ginter, 2006). The main reasons hospitals fail are because many hospital mergers which are in management not addressing the impact of the outcome. Management has a large impact on the merger process, by having adequate knowledge of the merging process. When two health care organizations merge it leads to a new combined organization and a new culture.
Combining two organizations into one is called a merger. In the scenario the new corporation has several inpatient and outpatient services than the one organization. The one organization does not maintain nearly as many services, so there is an indication that merging the two organizations would result in a cultural clash or conflict between the two organizations. There have been reports that culture clash accountability is approximately 85% merger failures in the United States alone (Swain & Ginter, 2006). Therefore, the sale or the merging of the two health care organizations would call for the information of the new health care organization with a new renovated organizational structure for a new health care organization. In doing this merging, it would result in a cultural change which will cause difficulties, painful adjusting, time consuming, and emotional states of minds. Meanwhile, the sale would have a tremendous effect of the roles of the leaders in the organizational structure. When mergers occur most individuals would feel either lost or left out because of the new change. Many times when people feels left out or left in the dark, most of them will resist the change and probably will go elsewhere. In many cases when merging is taking place the people in the top management position usually be less aware of what is going on with the workers at the bottom level, how they arrived at this conclusion. When merging takes place there are new organizational structures, which could have an affect on some of the managers, and staff and lower- level staff. This could cause some of the top managers to get laid off, and middle managers, and the lower staff. When a health care organizations falls into a merging position, the management structure crush.
.Combined Staff
As a middle manager, removing competitive environments and obstacles to communication