Change and Culture Case Study

Topics: Management, Peter Senge, The Fifth Discipline Pages: 5 (1833 words) Published: January 21, 2012
Change and Culture Case Study 1

Change and Culture Case Study 11
It has been Six months since the merger of St John’s Clinic and Mather Clinic. The clinic has been functioning under its new name St. Johns Quality Care after the fruition of the merger. The new administration has initiated a significant reduction in workforce and will be adding universal workers to the staff. The job description of the universal worker is extensive and will offer many support services to the organization. Integrating the universal worker has failed in other health care system however; administration believes it will work if implemented correctly. It is known to human resources professionals that the traditional approach to job design and redesign can cause a negative impact on productivity and employee morale (Cunningham & Eberle, 1990). The universal worker has been viewed by staff members as a replacement of other positions and cause anxiety and a reduction in job satisfaction. It is common knowledge that mergers generally foster operating efficiencies and requires less staffing (McConnell, 2009). It is important that the integration is done carefully and with compassion for the current staff. Job Redesign

The purpose of job redesign is to enhance productivity, performance, and to save the organization financial cost in this tumultuous economy. The first step in the process to redesign jobs started at the beginning with a diagnosis and assessment of job descriptions in the organization (Jex & Britt, 2008). The universal worker will have a collaboration of work duties that will essentially eliminate the need for some job titles. At the beginning of the merger there was a need to keep dual departments running as they had been so that they could assist in the transition. The more people who proactively involved in the success of the organization the more effective the outcome will be (Beakey, Webster, & Rubin, 2007). Unfortunately, the continued success will also come at the cost of some of these duplicated positions. The goal is to eliminate unnecessary costs while focusing on productivity and quality patient care. The second step in job redesign is to integrate the new position, the universal worker. During the assessment phase, management observed the daily functions, job duties, and interactions employees had with other employees and used that information to formulate the job description of the new position. This is the time when management was able to see where production could be improved and where positions would be eliminated. This six month evaluation period has also been addressing problematic workers with negative work histories because it would not be in the organizations best interest to keep them on. The redesign has also addressed how the universal worker will assist registered nurses and help in creating the best possible patient care. The universal worker will be able to perform many of the clerical skills required for inputting patient data into the system. The Completion of the Redesign

Once the design is complete management will develop a process of implementation. At this point that management has addressed the technical requirements of coordinating people, techniques, tools, and the method used to accomplish the tasks required of the universal worker and the staff t he or she will be supporting. The technical or functioning aspect of the transition in an important factor involved in the transitions but so is the emotional and human aspect of the transition. It is crucial to the progress of the new design that management also evaluates the needs, expectations, and feelings about the new work setting (Cunningham & Eberle, 1990). To ensure a smooth transition it is important to know what factors will encourage and discourage the progress. It has helped that during the evaluation period the negative workers have been laid off and will not be able to hinder the progress of the new design. A...

References: Beakey, D., Webster, K. W., & Rubin, J. (2007). Organizational Design and Implementation. Graziadio Business Review, 10(4). Retrieved from http://gbr.pepperdine.edu/2010/08/organizational-design-and-implementation/
Cunningham, B. J., & Eberle, T. (1990, Febuary). A guide to job enrichment and redesign. American Management Association, 67(2), 56-60.
Erwin, P. (2011). Corporate Codes of Conduct; The Effects of Code and Quaality on Thical Performance. Journal of Business Ethics, 99(4), 535-548.
Jex, S. M., & Britt, T. W. (2008). Organization Psycology: A Scientist Practictioner Approach (2nd ed.). Hoboken, NJ: John Wiley & Sons.
Liebler, J. G., & McConnell, C. R. (2008). Managenment Principles for Health Care Professionals. Sudbury, MA: Jones and Barlett.
McConnell, C. R. (2009). Management Skills for the New Health Care Supervisor (5th ed.). Sudbury, MA: Jones and Barlett.
Smith, M. K. (2010,September). Peter Senge and the learning organization. Retrieved from http://www.infed.org/thinkers/senge.htm
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