...Change and Culture Case Study I Andrea McNutt – Ross University of Phoenix HCS 514 – Managing in Today’s Health Care Organization Louis Patrick Kastner June 17, 2013 When we as an organization decide that we want to take part in the merger with another organization, we must understand that this impacts a lot of people, namely our employees. With that in mind, there are factors that we need to consider before this merger is completed. I am going to review to make sure that we have completed these items as we push forward in this endeavor. We do not want to produce a negative culture within our organization. We will make sure to advise everyone of the pending merger and when we expect this to take place. Many will wander how this will impact them. We want to continue with our success and continue to be productive even while making a major change with the organization. We must remember that culture is important in that it sets boundaries of behavior and performance. We want to continue with the business of getting things done. We do not usually talk about organizational culture but we feel it every day. Culture is developed from employees early experiences in the organization and eventually become the unspoken rule. Since these rules develop over time and become engrained in the culture, we must think about how the impact of change will affect our culture. We must have a clear picture of what we want. We need to realize how the changes will benefit our organization...
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...MGMT 325-E3WW Culture and Change Stephanie Wilson Franklin University February 11, 2013 Introduction Organizational culture consists of shared values and assumptions. Values which are beliefs that contributes to the preferences of a circumstance and assumptions that are set for a certain way of thinking regarding opportunities (McShane & Von Glinow, 202, p. 256). This paper will discuss the culture of the University Center at Arkansas Northeastern College, how the employees implement change, resist it and some methods recommended to decrease resistance of change at ANC’s institution. Organizational Culture Culture within the University Center is what the important and unimportant things to ANC. What the University Center considers important is the students’ being interacted with every day through our office. Providing each student the opportunity to further his or her education without leaving the Blytheville, Arkansas is what’s valuable to the institution. The University Center also focuses on growth which consist training and career development. The department always wants and needs to excel and grow on different levels as an employee, an individual and as an institution. Some organizations have a culture indirectly through artifacts, which are symbols or signs in one’s culture (McShane & Von Glinow, 2012, p.260). When entering the University Center, every individual who enters the offices will receive a warm greeting and a greeting of a...
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...This chapter referred to Organizational Culture Change as a stool with three legs. Without one aspect, the plan will fail. In reference to the British Airways story, which talked about the merging of two airlines from the same place which visually was a tremendous difference. From their uniforms, their relationships with the customers, to the way they carried themselves. It was obvious that merging them together was going to be a big task. The point of the airlines merging was to be in the competitive market since they were a fairly small airline compared to others. The merge created a new mission for the airlines which was to provide superior service and to focus on a strategy that would increase market share and customer satisfaction. Change began by cutting the staff down and building the relationships between management and frontline as well as frontline with customers. It was the CEO that came to the realization that change must begin with the management. This company then proceeded with a way to change the culture of the company. They used the stool as an analogy. The seat would be considered the desired culture for the company. One leg was the (Managing First People) program which focused on the managers and them building a relationship with the front line workers. It was used as an overall arena of the managers actively participating and giving group reports. The second leg was for performance appraisal for managers. This was used as a grading scale of their performance...
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...Change and Culture 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. Merger During the past decade the hospital industry has made reflective organizational changes, including the extensive consolidation of hospital system through merger and the formation hospital systems (Evans & Gertler, 2012). The rules of health care are changing. Growth is not about just getting bigger. It is about developing all of the components needed for coordinated care and reduced costs. Health system reform has various incentives, such as those related to reducing readmission rates, and establishing a liable care organization, but qualifying for them requires closer links to other parts of the medical care chain (Breakthroughs -Hospital merger and acquisition strategies...
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...HRM 87 Companies must evolve throughout the years to stay in business. They must keep up with technology demands, changes in the economy, as well as cultural changes when there is change in leadership. This paper is going to discuss. The changes that Home Depot and Hewlett Packard has gone through when they change the Chief Executive Officers and how it impacted the companies positively and negatively. Hewlett Packard announced in 2011 that they were replacing the then CEO Leo Apotheker with former EBay CEO Meg Whitman. [ (Chan, 2011) ]According to Whitman, “HP is investing in innovation, bringing cost in line with revenue, improving profits, lowering debt, optimizing cash flow, and exceeding financial performance.” [ (Takahashi, 2013) ] Instead changing the way that HP did things when Apotheker was CEO, Whitman seems to tweak the way HP will improve their businesses by investing more in business printers rather than expanding into tablets and smartphones as their competitors have done. Home Depot replaced CEO Robert Nordelli with Frank Blake in 2007 and is reported by Reuters an improvement in the culture of the business. When Nordelli was CEO Home Depot would focus on metric c sales b y making sure that the stores would all carry the same merchandise rather than allowing the stores to order what they need. In other words, if a store sold double the snow shovels than water hoses but another store sold more water hoses than snow shovels, under Nordelli both...
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...Change and Culture Case Study II Maria Ricks-Bailey HCS/514 August 22, 2011 Albert Hart Change and Culture Case Study II Madison Regional Medical Center (MRMC) and Richmond Community Hospital (RCH) merged and became Richmond Community Health System (RCHS). The new administration has initiated a significant reduction in force and tasked management to redesign patient care delivery; this includes the introduction of universal workers. A committee developed to assist in this process recommends transforming RCHS into a learning organization to encourage workers to adapt and excel despite the changes. After presenting past studies where this model failed when implemented in other organizations, administration charged management with making redesign and universal workers a success at RCHS. This task brings about many challenges: how does management begin the process of redesign? What work processes and performance expectations must be considered once the design is completed? What structures will management put into place to turn RCHS into a true learning organization? Additionally, what plans will be necessary to control the intra-organizational and inter-organizational communications that must occur to implement the job redesign changes? Finally, how can management ensure individual job satisfaction for the universal worker position? Implementation of Job Redesign The RCHS senior management team decided to redesign the job of nurses...
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...Culture Change Paper Walmart is a global retailer with one of the most profitable business strategies on the planet. Walmart’s objective to offer the lowest prices to a diverse customer base has proven successful over several decades. Walmart began with a humble business model in the early 1960s. Sam Walton, original founder, wanted to provide people with the best prices possible. Sam Walton launched over a dozen locations to the public in the late 1960s. The profitable groundwork and strategy of every-day low prices spread rapidly through the next several decades. Throughout the 1990s, Walmart’s growth soared globally as they continued to facilitate a cost cutting strategy. America’s recent recession encouraged many low-income families to shop for Walmart’s low priced products. Walmart’s low prices may attract budgeting Americans, but their questionable operations are steering many others away. Walmart’s public perception is declining because of their negative organizational culture. Walmart’s employee wages are consistently below the American average, resulting in workers resorting to government aid. Discrimination lawsuits occur annually because of management’s stereotyping and poor leadership. Even Walmart’s ignorance to safe working conditions in other countries is beginning to surface in America’s media. Walmart’s leaders have attempted to address these issues, but ultimately failed to create a climate for change. Walmart’s future leadership must overcome...
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...Mergers, Change and Culture Clashes Which is more important, being able to work together or liking each other? It is actually both! Organizations must perform due diligence before merging in order to ensure that their two cultures are amenable to working together. It has been stated by OB researchers that an organizations culture is founded by the leader (Robbins and Judge, 2008, p. 253); however, there are sub-cultures within the main culture which are totally employee based, and these cultures must mesh with the newly merged organization. Just as two individuals with differing values and beliefs will not co-exist for long, unsuitable organizational marriages won't last either. According to an article by Lobsenz & Summers, ways in which organizations can assess some of the potential stumbling blocks is by conducting a cultural audit. Team C believes that the culture of an organization must be aligned with the culture of the newly merged organization. There will be some differences; however, but we feel that if the merger is openly and honestly discussed with the employees of both companies, and the employees are given some participation in the process, and that there is two way communication, that the culture of both organizations will also merge and make for a smoother transition. As with any change that creates uncertainty, leaders and managers can help employees deal with the change constructively. Without communication, participation, and preparation, a merger can be a...
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...Culture within an organisational context is a widely explored paradigm. It's nature and mottled definitions have formed the basis of organisational study for many decades. From Handy's cultural forms in the notorious "Gods of Management"3, to the Morganest metaphoric representations of the concept such as, culture as a web, an onion, or an iceberg6. Therefore, the contents of culture encompasses a wide range of organisational phenomena including surface features such as values and forms of expression: preconscious factors such as symbols and norms: and deep structures such as basic assumptions and worldviews (Pettigrew 1979; Frost et al 1985)7. They all imply that culture is an integral part of organisations, that without due consideration, development of strategy will ultimately lead to failure, leading to the assumption that culture should always fit with organisational strategy. Revenaugh2 suggests that most researchers assume that corporate culture is an important consideration for understanding and effectively managing organisations, and thus supports that argument. Bringing me to the purpose of this essay, which is to explore the context of organisational culture in more depth and come to a more discernable conclusion about its relationship with strategic management. As a result of its wide and varying definitions, corporate culture can be hard to define, measure or manage; these definitions reveal culture to be a complex concept that involves many factors as suggested...
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...Change and Culture Niccolo Machiavelli once said, “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” It is how well your organization manages change that impacts the success of the business. Change affects all areas of business- formal and informal groups, work culture and climate, and organizational design. The organization is accountable to all stakeholders, most importantly their clients. The organizational culture influences services as perceived by those clients. This paper will consider a case study where the middle manager in a health care organization has merged with a previous competitor. Up until now, 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 the organization does not. This paper will address the impact of the sale on the culture of the new combined organization. It will also address how the middle manager can ensure that the combined staff will work together to provide quality care without taking on a competitive stance. Lastly, it will describe what the organization will look like in terms of systems and shape. The primary interest in mergers and acquisitions is to create or exploit synergies (Dalton, n.d.) Unfortunately most mergers and acquisitions fail because there is too much focus on finances while...
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...DIRECTORATE STRATEGY TO CHANGE CULTURE SCHOOL PARTNERSHIPS FOUNDATION LEARNING TIER ADDITIONAL LEARNING SUPPORT Contents Page College Vision, Mission and Values 3 Existing Cultures 4 Overarching College Priorities 4 Bringing about culture change 5 The 5 step journey 6 Roles & Responsibilities 8 Communication & embedding the values 9 Benchmarking 9 Training & Development needs 9 Significant barriers and overcoming them 10 Priorities 11 College Vision, Mission and Values The Strategic Vision For The Merged College Is: “An inspirational organisation that delivers excellence” Mission Statement: “To provide high-quality education and training that is inclusive, and which matches and supports the needs of our diverse learners and the local and regional economy” Corporate Values: ▪ Place learners at the heart of everything we do ▪ Promote a progressive, inspirational and dynamic approach to teaching and learning which responds to learners ▪ Create an environment and ethos which encourages learning and skills development ▪ Promote and provide opportunities for successful participation in education for people from all backgrounds and abilities ▪ Strive for excellence in all aspects of college business ▪ Encourage staff to embrace challenging professional standards and raise...
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...Liberty University The Traditional Church: Creating a Culture for Change Submitted to Dr. Austin B. Tucker in partial fulfillment of the requirements for Christian Leadership DSMN 605 Liberty Baptist Theological Seminary By Terence McCrimmon Fayetteville, North Carolina August 6, 2013 Table of Contents Introduction………………………………………………………………………… 1 Stagnation within a Traditional Church………………………………….………. 1 Changing the Method does not Mean Changing the Message………………..….. 4 Christ at the Center of Change………………………………………………….…. 5 Change is a Process…………………………………………………………..…….... 8 Conclusion...………………………………………………………………..………… 10 Bibliography...………………………………………………………………………… 12 Introduction Leading a traditional church through change can be a very arduous task for any progressive minded leader who desires to promote growth within his context. Innovation within a traditional context tends to attract opposition from many angles. Resistance may come from the executive board of the church, members who feel they have some control, or from those who do not recognize the varying needs within the local congregation. However, change is an essential and never-ending need in the church because of the constant change in culture and church membership.1 This research paper will address the problem and offer solutions in creating a culture for change within the traditional church. Stagnation within the Traditional Church In a newspaper...
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...American Intercontinental University SPN – Confirmation to Return Form – Standard Term Course Withdrawal/Session Off Request I, [pic], am requesting to withdraw from one or more courses in my term. I am not requesting to be withdrawn from American InterContinental University Online, or from my current program of study. STUDENT NUMBER: [pic] PROGRAM OF STUDY: [pic] [pic] PROGRAM/CODE DEGREE REASON FOR SPN: 1. ( Withdrawing from current class, session or module, but will return to a subsequent class, session or module within the term: Next session/module Begin date/Expected Return date __________ 2. ( Last Session Off/Not attending last class, session, or module in the term but must have: Completed the 1st class, session, or module and either: Was never registered for a subsequent session in the term, or Dropped the second or subsequent session before the first day of the class session start date AND Must be expected to return in the next term: next term start date/Expected Return date __________ If you will NOT return in the next term you will be considered to have officially withdrawn 3. ( Summer Term OFF (ONE TERM ONLY) Fall Term start date/Expected Return date __________ 4. ( “1st” Session OFF “2nd” session start date/Expected Return date __________ I understand that by withdrawing from course(s)...
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...TABLE OF CONTENTS INTRODUCTION 2 ETHICAL LEADERSHIP 2 CORPORATE CULTURE 3 CULTURE LEARNING 4 CULTURE CHANGE 5 CONCLUSION 6 RECOMMENDATIONS 7 REFERENCES 9 APPENDIX 13 INTRODUCTION Ethical leaders should act ethically all the time, not just in situations where it is expected. Ciulla and Forsyth (as cited in Olivier, 2012, p. 70) suggests that “[t]he good leader, . . . is challenged to be both technically good, i.e. effective at getting the job-at-hand-done and morally good, i.e. responsible for what he or she has done.” Leadership and corporate culture dictate the acceptable ethical standards of an organisation to their followers. Where leaders are identified as “ethical role models”, followers are more likely to imitate this behaviour and conform to similar values and beliefs explicitly delineated by their leaders and organisations (Shin, 2012). However the major challenge encountered by organisational leaders is about gaining the trust and commitment of followers to conform to the ethical standards required to achieve strategic objectives of their organisation (Caldwell, Hayes & Long, 2010). In this report, we define ethical leadership by looking at business ethics and leadership simultaneously. We analyse ethical leadership in the context of culture learning and culture change in ensuring ethical behaviour and Corporate Social Responsibility in organisations. We conclude this report by summarising the findings identified...
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...workplace is "organizational culture." We define organizational culture as the set of shared beliefs, truths, assumptions, and values that operate in organizations. Organizational culture has been described as "How people behave when no one is looking." We spend more than 8 hours at work each day. Most of us spend more time at work than we do with families. Everyone needs an enjoyable, meaningful and engaging work environment. A strong organizational culture will attract many talented people. Organizational culture is the first thing that prospective employees consider when assessing an organization. The talent market is tighter and those looking for a new organization are more selective than ever. Talented people not only needs good salary and benefit, but also a good environment that they can enjoy and succeed in. What’ more, a strong organizational culture will help you to solve a tough problem when facing a crisis. For example, Toyota found some potential safety hazard of their cars, but they didn’t recall these cars because of enormous repair costs. Unfortunately, many people died in an accident due to this potential safety hazard. If Toyota has a strong organizational culture, they will recall these defective cars as soon as possible without regard to the repair costs. And what would they got is “public praise”—the most important thing for a company. There is no doubt that organizational culture is very important. The organizational culture will urge you to think the work...
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