December 16th, 2013
Change and Culture Case Study I In a hierarchical organization structure there is a top, middle and a bottom. Middle management sits in the middle of this type or organizing scheme. Middle managers are generally supervisors. Sometimes those that head up departments or units of a business can be considered middle management depending on how the business is structured. Most middle management implements or executes the plans and policies created by upper management (Burke, 2013). Middle managers have to ensure that all of the employees that work underneath them are following the business plans that have been laid out and that they are getting their work done on time. It is important that middle managers are able to communicate clearly and effectively with their staff whether it is verbal or written communication.
Case Study Background In this case study the scenario is a middle manager within the health care organization has merged with a previous competitor. Up until now, employees saw the competition as an enemy that provided poor quality of care to their patients. The new corporation, however, has in place several inpatient and outpatient service that our health care organization does not. We will be discussing what impact the sale will have on the culture of the new combined health care organizations, as a middle manager what can be done to make sure that the combined staff work together in providing quality of care rather than seeing it as a competition and describing what the organization will look like when it comes to terms of systems and shapes.
One of the organizations do not have as many services that the other health care facility does not have. The merging health care organization has many different inpatient and outpatient services. With the two companies merging this can have cons and pros. This is going to give the patients who were with the other facility access to more services instead of having to be referred elsewhere to get these services done. However, this is going to take time for the employees to all get on the same page as they are not used to having these services provided within their facility. This can also cause some internal chaos as employees adjust to the new work load and how the new services will be handled to best suit patients coming into their facility. There may be issues among staff between the two facilities as the merge takes place causing many to become competitive in fear of being replaced or being phased out all together.
New Organizational Culture When it comes to merging two health care organizations together this can affect the employees as they are going to bet set in their ways when it comes to the way that they get their daily tasks done so this could make them resistant to change at first. When the merging occurs this could give some of the employees a sense of fear or anxiety as they could think that they are going to be losing their jobs since they are merging or they could have the fear of their pay rate changing or their benefits. Something else that can be an issue would be that the two companies that are merging will not mesh well which can cause conflicts.
Another affect that can be seen on the culture by combining the two organizations would be that one of the facilities have more services and a higher level of technology that they use to provide quality care to their patients. Since there is a higher level of technology used this is going to require that the other facilities staff have to attend training so that they can be brought up to speed on the advancements and the technology that they are going to be working with on a daily basis.
When it comes to this case study there are a lot of issues that could be encountered because there is one company who is the more dominant one. This can make the employees feel nervous as to which one is going to