Change and Culture Case Study I

Change and Culture Case Study I

The job requirements of a middle manager do not come easy in a situation of extreme change. As the middle manager in a health care organization that has merged with a previous competitor, many important factors need to be implemented within the new organization to ensure success. Within this paper, the impact of the merger and new inpatient and outpatient services as well as culture changes will be discussed. The proper actions needed to ensure the combined staff will work together to provide quality care without taking on a competitive stance will be explained in detail. Finally, the new organization's systems and shapes that need to exist will be discoursed.

Providing Quality Care without a Competitive Stance

Many challenges arise when a health care organization has merged with a previous competitor. For years, the employees of both organizations have seen each other as an enemy that has provided poor quality care to the community. As a middle manager in one of the organizations, one has to look at the bigger picture. Positive outcomes should come from the merge because the organization that is joining the team has several inpatient and outpatient services that this organization does not. The manager needs to be aware of how to regulate the changes with the staff; fear of the unknown will bring stress to the employees as well as the possibility of negative attitudes. Staff between the two organizations will have to learn how to adapt to the change if merge is going to be successful.

The manager should hold numerous meetings with the staff regarding the merge and make it be known that any questions or concerns can be discussed at any given time. The manager must be willing to be available and visible if he or she wants productive feedback from staff members (Liebler & McConnell, 2008). Communication plays a major role in the overall success of the newly merged organizations. Employees should feel important in the changes that are occurring, giving opinions and input as often as possible. The feedback from staff should not just stop at middle management; upper management needs to be made aware of employee reactions to the merge as well. Middle managers as well as upper management should hold frequent meetings whether it is face-to-face or through a phone conference. Company newsletters can be distributed throughout the building as another form of communication (Liebler & McConnell, 2008). By publishing the results of the meetings and letting employees know what to expect in the future may help alleviate uncertainty and help people cope with the rapid changes. When discussing culture of the new organization, it would be best to implement a culture that is similar to both competing organizations so that employees feel a sense of continuity. The last thing managers want is polarization between the employee groups and a sense of 'us against them.'

As soon as the merge becomes final, both management teams from the two organizations should meet to discuss strengths and weaknesses, policies, procedures, and goals (Reh, n.d). The information gathered should be passed along to the employees who will remain with the organization to have everyone on the same page. Keeping the employees in the loop with honesty will build trust with the new management team. People cannot adequately function without the communication process (Liebler & McConnell, 2008). Communication is the key to organizational success; this will be proven true in a situation as dramatic as merging two organizations that compete against one another (Kandler, 1996-2011).

As a middle manager, one must ensure the organizations and all employees are brought together in a timely manner. The previous competing organizations need to be considered as one organization at this point. The employees need to know they will be working toward a new mission and will be working together to provide quality care without remaining competitive. Middle management needs to form a coalition of respected team leaders from the competitive organizations. The coalition will bring together all staff and departments to discuss personal experiences, potential flaws, and expected goals for working together to provide the best care possible. Uniting the employees will enhance self-interest as well as help achieve an adequate balance of power that will work in favor of the members of the coalition (Mason, 2011). Strategies should be discussed within the coalition that will be of advantage to the people most directly affected.

Systems and Shape

The systems and shape of an organization may change in the process of merging two competitive organizations. The employees must be willing to adapt to the changes and must be willing to change themselves to meet the new organization's goals and objectives. The mission and vision of the organization will change and