Implementing a Communication Plan
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Implementing a Communication Plan: Case 18
The change initiated being completed consists of three organizations joining to become one. This includes changes within management, employees, and structure of the company. The following paper will discuss the change initiatives and how the information will be communicated. It will then discuss possible challenges and/or barriers related to the change initiatives. Next this paper will discuss the development of a communication plan to implement the change and avoid possible challenges and barriers to the change. Finally the paper will discuss methods and strategies used to support the implementation plan.
Change Initiatives to be Communicated
Communication is key for any organizations survival. In the scenario communicating the change initiatives is how the organization can make relevant parties aware of the comprehensive goals and objectives. The scenario explains why past changes were made and how each companies survival is so crucial to the organizations they serve. This new joining will lead to better care for patients and new services offered for those health care organizations. The change initiatives that need to be communicated include guidelines to ensure quality care for the patients. The organization has set their goals on strengthening the communities that they serve by assisting hospitals to increase service and quality. Each organization has to assume a willingness to take risks because the plan could have set-backs not realized during the analysis phase. If this were to occur the hospital would lose money initially or possibly need to increase their payout for a revised plan.
The facilities must be willing to accommodate each alliance individually as well as in a group. This is important because they each have priorities that must be combined to improve the facilities, and with that comes some give and take in regard to people of influence, employees, and their organizational culture. How the organizations will implement at a local and organizational level and who is responsible in each organizational structure is extremely important. Though the organization is entwined with other facilities some of the issues that influence one facility may not be as critical for another facility in a different demographic area or economic structure. This is important when finalizing the strategies so each facility can maintain their individuality to do what is right for the organization and the community they reside in. The combined facilities must have a way to independently monitor and strategize for their demographic and economic communities.
Challenges and Barriers related to Change Initiatives
When three companies merge within a short period of time there are many challenges and barriers related to change initiatives that must be expected, anticipated, and planned for. One example of a potential barrier includes state and federal laws regulating corporate mergers. The government demonstrates interest in mergers because of elimination of competition. Based on the description and agreements of corporate leadership, this joining of the three organizations is a consolidation rather than a merger, but the competition among health are alliances was greatly reduced to three major organizations rather than five. One company is a limited liability corporation (LLC) and the other two are cooperative corporations, the corporate leaders and their attorneys will determine the new corporate structure (Swayne, Duncan, & Ginter, 2008). Changes in the law could also be a barrier or challenge to initiation of change. As the new company is formed leadership will have skilled communication with their attorneys to be on the watch for changes in corporate law. Committees of employees watch for health care law changes that could affect the growth and development of the new organization.
A board member refusing to relinquish decision making to others is a potential barrier or challenge to the consolidation of three companies. However, combining board members of the three organizations is one way to ensure fairness and promote agreement. With the three company leaders jointly taking the helm of the new organization and guiding the new company barriers will be overcome.
Gaining buy-in from the combined 880 employees of the three organizations will certainly be a challenge. Continuous communication and updates on changing policy within the new company is an important part of gaining buy-in. Involving employees in determining the organization and structure of each of the departments within the new organization promotes teamwork and support. Leadership of the new company developed committees made up of members from each of the three organizations to “tackle important issues in merging the organizations. One of the first outcomes was a statement of values developed by the employees of the new Premier and adopted by the board” (Swayne et. al., 2008, p. 798).
As the manufacturers opinions concerning groups were wearing. Vendors were becoming more particular in their business relations. The vendors were addressing groups that could affect compliance and market share. This judgment impelled some manufacturers to decline to sign contracts with particular business associates if they could not carry out the business in account for price adjustment difficult (Linda E. Swayne, 2008). The difference of wants and investments among associates of an alliance made a general agreement about building, setting emphasis, and strategic planning efforts complex (Linda E. Swayne, 2008). With this kind commotion going on it was causing