...Change and Culture Case Study l Kimberly Phillips HCS/514 July 2, 2012 Norma Wright Change and Culture Case Study l Kimberly is the middle manger in a healthcare organization that has merged with a previous competitor. Up until now, the employees saw the competition as an enemy that provided a poor quality of care. The new corporation, however, has in place several inpatient and outpatient services that her organization does not. This paper will discuss the impact the sale will have on the culture of the new combined organization. It will discuss what She can do to ensure that the combined staff will work together to provide quality care without taking on a competitive stance. It will also describe what the organization will look like, in terms of systems and shape. A person who is employed as a middle manager does not have an easy job. It is even worse during the time of drastic changes. It calls for maintaining and balancing changing personnel inside the organization including a subordinate workforce and upper management. An alternative for those who have not successfully influenced the direction of an organization is to leave the establishment. However, a more ordinary but insidious alternate is to stay with the company and evolve into a mindless transporter of decisions from the top (Convey, 2004). The middle manager who accomplishes the battles with the demands from upper management with some range of success faces alternating disputes from within the company. Middle...
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...Change and Culture Case Study I July 18, 2011 Case Study I This paper focuses on the merger of company A and company B. The middle manager of a health care organization has the responsibility of combining the workforces of both companies, and re-structuring the systems and shape of the new organization. The task of making company C, the two organizations combined, is made more difficult due to the fact of prior competitiveness in the health care realm, with employees viewing company B as non-professional and lacking in quality care. Company B, however, has several inpatient and outpatient services that company A does not, validating the merger. So, this paper presents the effects of the merger, how employees are coached to work together, the new systems and shape of the organization, and the theoretical framework of the merger. Effect of Sale One of the effects of the merger of company A and company B is the power struggle and fights for control that arises from combining the two organizations. Company A was a smaller agency, with a definite hierarchal operating structure displaying a centralization of power, while company B was of a horizontal...
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...changing economic times, companies must constantly explore new ways to be profitable. One of the methods organizations are using to do that is to merge with other organizations that do comparative work. Some even feel that “a combination of key forces and factors, intensified by passage of federal healthcare reform legislation in 2010, makes it likely that the next few years will be a major period of consolidation” (Zuckerman, A.M., 2011). Such mergers can be successful if the differences between the organizations are overcome and the companies blend their cultures. To do this, higher management must agree on what changes need to take place within the new organization as the new companies come together. Decisions need to be made about who has voting interests, how much stock that stockholders have in the merged organization and what staff will stay and what positions will be terminated. Each organization must agree to the changes and direct staff in what their roles will be. Communication is very important in the beginning. This involves staff meetings, memos, interoffice email, and clarity as to what management expects and what that mission statement of the organization is. The companies that are merging do not have to be the same. In fact, organizations should complement each other, where one is strong where the other is weak. To be effective and to be a success, the merging companies must be strong internally for the merged organization to keep their customers and thus, be...
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...Change and Culture Case Study 1 Deardra Woods July 9, 2012 University of Phoenix – HCS 514 Professor Steven Bonell, MBA, MHA Once North Broward Hospital purchased Florida Memorial Hosptial it was necessary to focus on the relationship between the employees once the two facilities were combined. The management of North Broward Hospital District and Florida Memorial Hospital identified several key areas that will be impacted during the merger. As a middle manager at North Broward Hospital District, my job is to ensure that the combined staff will work together without taking on a competitive stance. Taking into consideration the key areas that will be impacted in the merger, new hierarchies and job descriptions will need to be made for many of the employees. This essay will discuss the transition of the employees and the impact the merger will have on the culture of the new combined organization and will address how systems will be developed as the new organization takes shape. Impact of Sale on the Culture of the Organization The culture and working conditions for the employees of both organizations will be impacted during and after the merger. Each organization currently has its own way of doing business. Employees are used to the way their organization currently works. As the two organizations merge employees and management will possibly need to get used to a new set of policies and procedures as well as new expectations and a new order of business...
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...Cambridge Studies 6 Why Do Change Management Strategies Fail? ---Illustrations with case studies Xiongwei SONG∗ Department of Politics, University of Sheffield ABSTRACT: Change management is crucial to the survival and development of organizations, the more effectively you deal with change, the more likely you are to thrive. However there are a large number of failures of change management. Organizational change itself is a considerably complex activity; any tiny mistake in change management could lead to the failure of organizational change. Consequently this paper is impossible to encompass all factors that could result in the failure of change management. This paper attempts to explain why change management strategies fail from four perspectives (leadership, culture, people issues and quick response) that are major factors to determine whether change management is successful or not. INTRODUCTION Change for organizations both large and small, whether in the private, public or voluntary sectors has been inevitable for the past decades or so. Such trends of organizational change are increasing in frequency, pace, complexity and turbulence under current situation, and there appears to be no sign of abatement. The concrete purposes of change management for different organizations are probably not the same, but the ethos of change management is the same, that is, making the organizations more effective, efficient, and responsive to the turbulent environment changes. Through...
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...Chipping Away at Intel Case Study In today’s economy, corporations are consistently experiencing pressures to change. With pressures both internally and externally, leaders must constantly reassess who, what, when, where, why and how they do business. In light of these obstacles, they strive for the highest possibility of success by taking risks and pushing limits that others may question as extreme. We are going to review the “Chipping Away at Intel Case Study” to examine the different changes CEO, Craig R. Barret implemented, which pressures Intel experienced and how he responded to these pressures. Initial Changes In Barret’s first three years as CEO of Intel, there were multiple changes he decided to execute regardless of the fact that Intel was a leading global technology company. He had pushed the company into new markets and went from making microchips to creating information and communication appliances and internet services. Intel’s extensions into so many markets caused them to withdraw from a number of them. Mahajan, Sharma and Buzzell (1993) stated that it is important for the individuals creating the competitive strategy to assess the competitive entry into the market. Barret’s changes did not stop here. During his first three years as CEO, Barret also reorganized many different units within Intel. He noticed products from different units within the organization were competing with one another. This led him to organize these units into working together and also...
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...PMO/8515461/Jan14/1 Cox Case study Cox Case study Introduction The change initiated by the owner Harold Cox and is met with a few problems as they move to implement the new operational and cost control for the firm, due increased competition and falling profits due to reduced profits. In this case study, the main problems would be the culture, structure and the strategy for change. To enable us to have a better understanding of these problems we would need more information on the factors that is making the organisation resistant to change, besides the single personnel mentioned. Also a more detailed organisational structure of the organisation, and the current culture of Cox. Analysis Lets begin this section with the first problem that I have identified above which is the culture of the firm. Organisational culture affects not only task issues – how well or badly an organisation performs – but also emotional issues – how workers feel about their work and their companies (Huczynski & Buchanan, 2013). This makes culture important with regards to this change as culture influences the organisational effectiveness and provides direction for the company amongst other things. From the case study, the ownership and control of Cox has remained in hands of the Cox family and most of the employees have been with the firm for more than 10 years. Therefore the culture of the firm would be strong and stable, whereby all the staff are socialised into the culture of the firm. From...
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...Case Study: Grayson Chemical Company Presented by: Allan Bermudez Marlon Abito Zarny Zaragoza CASE STUDY: Grayson Chemical Co. Executive Summary: Grayson Chemical Co, a 40-year old company manufactures industrial chemicals sold to other industrial companies. It has been run by a stable management in which there had only been two presidents. However, within the past few years, the company is suffering from declining earnings and sales. This has brought pressure from the board of directors, investment bankers, and stockholder groups to name a new president. The company had become stagnant – (although at Grayson, they refer to this as conservative) and had steadily lost market standing and profitability. Finally, the board decided to hire a new CEO and was able to hire a dynamic manager from another major corporation. CASE STUDY: Grayson Chemical Co. Tom Baker, 47 and an MBA, has helped his former company into a leadership position. He has chosen to join Grayson after another executive was chosen for the top job in his former company. Baker knows what he needs to do and that is to develop a topnotch management team that could provide leadership to turn the company around. Unfortunately, the situation at Grayson is not very favorable. Decisions are made by the book or taken to the next higher level. Things were done because “they have always been done this way,” and incompetent managers were often promoted to higher level jobs. Baker met with three members of the board...
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...INSTITUTIONALIST STUDY ON THE PERFORMANCE MANAGEMENT SYSTEM IN A GOVERNMENT- LINKED ORGANISATION NORHAYATI BINTI MOHD ALWI UNIVERSITI SAINS MALAYSIA 2009 AN INSTITUTIONALIST STUDY ON THE PERFORMANCE MANAGEMENT SYSTEM IN A GOVERNMENT-LINKED ORGANISATION by NORHAYATI BINTI MOHD ALWI Thesis submitted in fulfilment of the requirements for the degree of Doctor of Philosophy September 2009 ACKNOWLEDGEMENTS I am especially indebted to my supervisor, Dr. Siti Nabiha Abdul Khalid for her constant guidance, limitless support and patience throughout the period of my study. There is no way that I would be able to repay the kindness and caring that she has shown to me. I am thankful to Assoc. Professor Dr. Yuserrie, for giving valuable inputs to my study and also to others in the School of Management, who have helped me in some way or another. I would like to acknowledge the comments made by Professor Lee Parker and other participants of the Global Accounting and Organisational Change Conference, held in Melbourne, Australia in July 2008. A special thank you is also dedicated to Professor John Burns for the insightful comments on the research. I am also indebted to my employer International Islamic University Malaysia and the Ministry of Higher Education for providing the financial support. Thanks so much also to the respondents for their willingness to share some of their thoughts and experiences, which have made my data collection easier than I would ever have...
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...SDO Project (08/1501/94) Changing Management Cultures and Organisational Performance in the NHS (OC2) Research Report Produced for the National Institute for Health Research Service Delivery and Organisation programme April 2010 prepared by: Russell Mannion (University of Birmingham), Huw Davies (University of Dundee & St Andrews), Stephen Harrison (University of Manchester), Frederick Konteh (University of York), Ian Greener (University of Durham), Ruth McDonald (University of Nottingham), George Dowswell (University of Birmingham), Kieran Walshe (University of Manchester), Naomi Fulop (King’s College, London), Rhiannon Walters (King’s College, London), Rowena Jacobs (University of York), Paula Hyde (University of Manchester) Address for correspondence: Professor Russell Mannion Health Services Management Centre University of Birmingham Park House 40 Edgbaston Park Road Birmingham B15 2RT Queen’s Printer and Controller of HMSO 2010 1 SDO Project (08/1501/94) Contents Acknowledgements ....................................................8 1 Introduction .......................................................9 1.1 Aims and objectives of the study ..................................... 9 1.2 Research design and project overview .............................10 1.3 Structure of the report ..................................................11 2 Policy and Organisational Culture in the NHS: An Overview ..........................................................
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...Management of Cross-cultural Interaction Case Study 1 1. The future role of the US universities might be to gather the best minds of people from all over the world and it might be with intention to influence them, their thoughts. US might even choose to attract students from countries in which they want to have the influence. 2. The high percentage of students who do not graduate high school badly influences the US economics. First of all, high school dropouts are more likely to be unemployed. Even when they can find work, the differences between their earnings and that of individuals with diplomas is huge. They are very likely to live in poverty. High school dropouts are more likely to seek out and live on public assistance. Also the literacy rate in the country increases. So overall, it badly reflects on the US economy and ability to compete in the global labor market. 3. From the perspective of US the fact that foreign students are attending college in the US is both good and bad. The positive side could be that it increases the global diversity and cultural exchange. Students can learn a lot from foreigners and widen their perspective. Also foreign students bring in lots of money for US as well as cheap labor force. On the other hand, there are some negative sides for allowing so many foreign students. A small disadvantage would be the fact that the bad language knowledge might slow down the study process for other local students. A huge negative side is the...
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...Intel Case Study After reading the first part of the case study, Chipping Away at Intel an assessment can be made to answer the case study questions that include the changes at Intel in the first three years of the new CEO Craig R. Barrett tenure, the environmental pressures for change, and internal organizational pressures associated. Furthermore after reading the second part of the case study an examination of new pressures faced by Barrett, how he responded and what changes the new CEO might make and why. First off the case study reflects several changes at Intel over the first three years of Barrett’s tenure which included investing and then withdrawing from new markets, closing down iCat, an e-commerce service and job cuts. Barrett also engaged in several reorganizations. “At the same time, Barrett wanted to change the culture of Intel, drawing on outside consultants to assist him in the process.” He wanted to move towards better customer relations. Environmental pressures for change can be seen in some of the decisions made by Barrett. “A declining market experiences dropping values as part of the normal progression of life stages for financial markets or in reaction to specific financial events”(What Is a Declining Market?). Also Geopolitical pressures were faced. In the first three years Intel was affected by September 11, 2001, the sluggish economy and the potential of war. Corporate reputation is another factor that seemed to have...
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...relevant issues pertaining to the question, even if a little of this critique is a little weak in parts; no inaccuracies in content/theory evident; may include some original content | Unequivocal understanding of question; answers all its parts comprehensively and accurately and excellent critical analysis of relevant issues pertaining to the question; usually includes some original content; no inaccuracies in the theory / content | | Mark out of 30 | <15 | 15-19.4 | 19.5-22.4 | 22.5-25.4 | 25.5 | 26 | Referencing and sources | Scholarly use of sources – No real use of sources to build a case; Cut and paste source material; may include irrelevant quotes that do not add value or make sense; Technical use of sources – poor or absent in-text referencing; insufficient sources of sufficient quality; no or inadequate list of references | Scholarship- Some attempt made to build case using sources, but essay relies on...
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...Research Dilemmas in Management and Business Studies John Mendy University of Lincoln, UK jmendy@lincoln.ac.uk Abstract: This paper examines some of the philosophical and practical dilemmas that are faced by researchers in management and business studies – in the context of the epistemological and ontological assumptions introduced. The relevant methodological frameworks to be used stem from Strauss and Quinn (1997). The importance of employee language and organisational discourses are presented from the empirical data on “Aspects of Organisational Culture and Change” in Lincolnshire and Nottinghamshire to demonstrate the epistemological and ontological dilemmas faced by researchers in organisational analysis. Symbolic interactionism and stories are also used to highlight the importance of speech actors within an organisational change context in order to surface some of these dilemmas in business studies in general and management research in particular. These two provide alternative positions to Strauss and Quinn’s “maintained” analysis of how organisations and managers implement change interventions and employees’ reactions to these. Amongst some of my principal objectives is to demonstrate what can be contributed when researchers focus on what can be considered credible and valid knowledge that can be generalised in organisational and management studies. Keywords: language, methodological dilemmas, epistemology, theory and practice. 1. Introduction This paper focuses on...
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...applied in the case? The main theme that the management in this case runs under would be that of a strong but unhealthy work culture. Mr Drake appears to be a highly political figure within the company as he strongly dismisses Shelby’s innovations; this shows that is it also not an adaptive or supportive culture. Themes of being stability orientated are also present as it appears that the current management are too entrenched with existing values that they are inept to change, this is also displayed through the hierarchal management within the organisation where there is no two way communication instead “principal communication is down the line”. 2. To what extent do you think the discussion of the case study helped you in forming a better understanding of the theory applicable to this case study? The case study was quite useful in aiding our understanding of the theory related to it as it gives a good insight with a realistic situation that is likely occur and we were able to discuss ways into which the problem should be rectified. It also gave us a good paradigm of what good management and work culture should and shouldn't be. However, I believe that it is not until we are placed into actual working environments and situations like these that we will truly understand the implications as different situations will call for different solutions. 3. If you could pick one idea from the discussion, what did you find most valuable for your learning? I think the discussion...
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