Modify and Traditions Case Study I
University of Phoenix
HCS/514 Managing in Today's Health Care Businesses
September 27, 2010
Lakeside Treatment Center has been in competition with Broadmoor Clinic for years. Lakeside provides inpatient and outpatient services such since day surgery, wound treatment, and physical therapy. Lakeside Treatment Center is usually an older center that does not have got a lot of recent technology. However, Broadmoor Clinic is fairly new with modern tools such as FAMILY PET scans, robotic surgery, and an electronic record program. Lakeside Care Centre has often prided itself within the high quality of care directed at its sufferers. However , Broadmoor Hospital contains a reputation of providing poor quality of care to patients. In August 2010, a merger came about between Lake-front Care Centre and Broadmoor Hospital. The newly called corporation, Lakeside Community Medical center, will incorporate the modern technology of Broadmoor Hospital plus the high quality care of Lakeside Proper care Center. The middle manager, that has been an integral part of Lakeside Attention Center, must create a business culture that will meet staff needs and quality sufferer care. The manager of Lakeside Community Hospital need to lead the combination of personnel in a way that produces a positive work environment. The goals must focus on the mission and goals of the newly merged facility while top quality patient proper care being the core purpose. Mergers impacts new company culture hence the manager must discover ways to create organizational tranquility. The director explores these issues in this paper while discussing organization style of the Lakeside Community Medical center.
Fresh Organizational Traditions
Mergers can impact employees. This runs specifically true when medical care organizations combine. Before a merge takes place, employees can have an variety of fears. Personnel can fear change. There can be concerns of layoffs, change in job titles, pay and benefit decreases, and work responsibility alterations. When two organization nationalities amalgamate, personnel may feel that one tradition is major above the other culture. Other changes that can occur after a merger include changes in management styles. Workers, who will be accustomed to an informal manager, might be managed by a strict director. The manner in which evaluations and appraisals happen to be performed may well change. This may create worries about boosts in shell out and the subjectivity of the director who is doing the assessments. Sometimes the way in which and schedule in which reviews and pay increases are given can alter after a combination (McConnell, 2000).
Mergers, like the one in this case study, may encounter issues with training and development. For example, the employees via Lakeside Treatment Center will need training around the technology they are really not familiar and skilled. Furthermore, the employees by Broadmoor Hospital may need schooling on rendering quality care to patients. Both policy and treatment manuals have to be reviewed and adjusted as required. Training workshops should be available to evaluate personnel and teach them as necessary. Proper teaching can aid confidence in employees who are not familiar with specific expertise. McConnell (2000) states, " вЂ¦ a solid need emerges for a culture of continuous clinical quality improvement. Without such, since organizations expand and activities expand, top quality problems likewise expand as a function of size. вЂќ
Creating organizational harmony
The supervisor must produce a blended culture. The two company cultures must undergo the assimilation method. The assimilation process will not be an easy task. Yet , if managers sincerely think that employees are an organization's best asset, they need to treat all of them in that respect. A survey of employee spirits and their emotions about the merger may help. The information gathered may help to develop a durable connection involving the two organization cultures (Dolan &...
References: Betka, L. D. & Mengwasser, Meters. (2009). After the merger: an organized framework intended for integration. Give attention to Mergers. Recovered September 28, 2010 by http://www.hfma.org
Dolan, R. & Weil, To. (1998). Mergers: enhancing human resources management. Physician Executive, 24(2), 12-18. Retrieved via MEDLINE with Full Text message database.
McConnell, C. (2000). The manager and the merger: adaptation and survival in the blended corporation. The Health Attention Manager, 19(1), 1-11. Recovered from MEDLINE with Total Text repository.
Stockdale, Deb. (2006). Helping employees through a merger or acquisition. All Business. Recovered September 21, 2010 by http://www.allbusiness.com/finance-insurance/credit-intermediation-related-activities/3993397-1.html