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Change and Culture Case Study

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Change and Culture Case Study II
HCS/514
July 29, 2013
Brian Eigelbach

Change and Culture Case Study II
The increasing demand for improving patient care delivery and reducing costs in an intensely competitive industry forces organizations consider various strategies relating to restructuring. Restructuring strategies include mergers and acquisitions, staff downsizing and redefining the scope of duties and responsibilities of the employee role within the organization. When companies decide to merge sometimes radical decisions are made regarding the vision and mission of the new organization. At the start of the merger the main focus is the blending of the organization and the cultures within the organization. Managers face many obstacles during the blending process. Some of the challenges include lack of planning, staff resistance to change and failure to constantly reevaluate the changes made. It is very important during the blending of the two organizations management continue to monitor the change and determine if the process needs further adjustment in order for the new organization to meet the revised mission and goals. It is during this evaluation period that management may determine that further change is necessary and sometimes that change requires drastic staff downsizing and revised responsibilities of staff. This paper will re-examine the fictional organization from Case Study I six months after the merger of two competing healthcare organizations.
Despite the best attempts of management to restructure the two organizations during the merger with minimal staff reduction six months after the merger it was determined that further significant changes needed to be made. The organizations new goals and increased pressures from Accountable Care Organization mandates make it increasingly difficult for health care facilities to deliver

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