Mergers
You a middle manager a healthcare organization merged a previous competitor. Up, employee's competition enemy provided a poor quality care. The corporation, place inpatient outpatient services organization.
Surviving a merger at a large healthcare entity: Managerial concerns
Surviving a merger at a large healthcare entity: Managerial concerns
Mergers are extremely difficult and delicate periods within any organization's history. More mergers fail than succeed. Uniting an organization with two very disparate cultures makes the endeavor even more challenging, and much is at stake, given that a failure of a healthcare merger can result in serious harm to patients as well as to both organizations' reputations. "Merger failures usually revolve around people issues -- loss of key staff, culture clash, FUD: fear-uncertainty-doubt, and last but not least, poor communication and interaction between employees of the merging organizations. Many of these issues are also faced by companies participating in joint ventures and strategic alliances" (Krebs 2010).
Change resistance and fear of change amongst the workforce is inevitable, and during a merger people often fear losing their jobs as well as being forced out of their personal workplace 'comfort zones.' They also fear a loss of organizational power. An effective middle manager must convey a positive attitude about the merger, given that his or her consciously or unconsciously-expressed...
If no effort is made to integrate the two cultures, the different branches of the organization may evolve independently. While this may allow them to keep their original strengths intact, it can also be damaging as there may be internal competition between organizational resources. This will defeat the likely purpose of the merger in the first place, as most mergers are created to make use of mutually beneficial synergies.
It is often feared that one part of the company may subsume the other. Stronger and more competitive or cutthroat organizational entities are likely to dominate the less competitive aspects of the company. The needs of each branch should be carefully balanced against one another. At present, one part of the corporation has in place several inpatient and outpatient services that the original organization does not, which fosters resource-driven competition. Even if the original entity was not inclined to compete for resources, creating a sense of equity is essential to avoid stimulating fear and a demanding mentality in one branch, and a 'circle the wagons' protective…
