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Change and Culture Case Study Ii

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Change and Culture Case Study II
Marla Jennings
HCS/514
July 15, 2013
Vinnette Batiste, PhD., MBA

Change and Culture Case Study II
To adjust to greater competition and pressures of obtaining increased organizational efficiency and cost containment, many organizations have begun to examine strategies related to restructuring and downsizing to maintain organizational viability. These processes have included mergers and acquisitions, and redefining occupational roles of workers within the organization. Consequently, successful management of the structural change process can be daunting and overwhelming if not handled in an organized and thoughtful process.
Those who are responsible for the process must recognize the barrier that may be hindrances to conception and implementation of the change process These barriers include: (a) lack of concise and coordinated planning/goals, (b) resistance to change within the organizational workforce, (c) failure to consistently evaluate the progress of the proposed change within context of the entire system, and adjust methodology as necessary. Thus, in order to achieve a balance between achieving organizational goals and addressing the uncertainty that may occur in the workforce, organizational leaders are tasked with the responsibilities of finding creative means to facilitate the mandated objectives while at the same time finding vehicles to maintain adequate levels of employee satisfaction and productivity in order to facilitate the ability to service their respective consumer base.
In an attempt to achieve increased cost containment, six months after the merger, the managerial hierarchy has proposed a significant reduction in workforce. Subsequently, a decision was made that the best way to facilitate continued safe patient care was to redesign the patient care delivery workforce. As recommended by the...

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