Change and Culture Case Study II

Change and Culture Case Study II

Mergers are more than just two companies joining together to become one. There are additional changes that have to take place in order for the merging facilities to exist as one. The new organization mission and vision must be defined and communicated. There will also be a need to redesign and redirect nuisances, task, and job performance measures. The merger between Health care Facility A and Health Care Facility B was initiated six months ago. The merger created the Open Health Care Facility. This facility was forced to eliminate jobs because of duplicate positions and job responsibilities. Each health care facility contributed their own area experts in all fields and to align the staff with the budget allocations, staffing was reduced tremendously. There have been changes in the organizational structure, changes and enhancements in processes and production, and changes in the quantity of staff members. The newly structured administration sees a need for a redesign of patient care delivery because of all the changes and enhancements implemented. A suggestion was made to use the universal worker concept. Consider the words universal worker in a health care facility. This could mean that one person is capable of doing all task in every position and department. Can you say “burn out”? Burn out of employees could be one reason why the universal worker model often failed in other organizations. This paper will address an effective method of job redesign, why universal workers will not be effective, and what other work processes and performances must be considered when electing to redesign patient care delivery. In order to effectively redesign patient care delivery, administration must analyze the effect this redesign will have on other areas and departments in Open Health Care