Change and Culture Case Study I
Annie B. Moore
University of Phoenix
September 26, 2011
In a hierarchial organizational structure there is a top, middle, and a bottom. Middle sits in the middle of this type of organizing scheme. Middle managers are generally supervisors. In a more flat organization, the middle manager is usually the project manager. Most middle management implements or executes the plans and the policies created by upper management. Middle management positions require the ability to communicate clearly. This includes both verbal and written communication (Burke, 2011). As middle managers’ workloads have intensified, their ranks have dwindled. In the past, middle managers mainly served as tools for senior executives to pass along information to subordinates (Stern, 2011). Background
The scenario for this case study is a middle manager in a healthcare organization that 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 other organization does not.
Questions and issues to be addressed are:
(1) What impact will the sale have on the culture of the new combined organizations? (2) As a middle manager, what can be done to ensure that the combined staff will work together to provide quality care without taking on a competitive stance? (3) Describe what the organization will look like, in terms of systems and shape.
The merging corporation has several inpatient and outpatient services that the other organization does not. This is an asset and can project a positive work environment for the new corporation. The objectives of the new corporation will need to take into consideration the mission and goals of the two organizations. High quality patient care is the main purpose of the newly merged organization. The middle manager must find ways to create a positive harmony in the new organization. New Organizational Culture
Merging two organizations together will have an effect on staff and employees. The employees may have anxiety, fear, and some may even be resistant to the changes before them. Quite naturally, employees will think there may be a possibility of layoffs, job title changes, changes in pay and benefits, and changes in job tasks and responsibilities. Then there is the issue of which culture will be dominant over the other. Training and development may become an issue with the new merger. In the area of technology, employees will need training to keep up to speed with new and improved ways of doing business. Policies and procedures will need reviewing and updating for accuracy and new innovations as necessary. Blending the Cultures
The middle manager has the task of blending the two cultures together to create an organizational harmony that will be beneficial to the newly merged organization. The two cultures must undergo the assimilation process, which is defined as the process by which an individual or group loses its original culture when absorbed into another culture. Surveys and patient satisfaction can be helpful in this area to determine how employees feel about the merger and to interpret the morale level of the employees.
The middle manager must be visible and accessible to employees during this transitional period of the merger. There will be many questions and issues that some employees may need to consult with the middle manager. Some employees may feel abandoned or distraught. These feelings can lead to less productivity of the employee (McConnell, 2000). At this time, the middle manager should ensure that communication is used wisely to alert and inform employees of available information concerning the merger. Employees want accurate and truthful information from their managers. The middle manager needs to create an atmosphere of...
References: Burk, A. (1999-2011). eHow Contributor, Retrieved from http://www.ehow.com/about_
McConnell, C. (2000). The manager and the merger: adaptation and survival in the blended organization. The Health Care Manager, 19(1), 1-11. Retrieved from MEDLINE with Full Text database.
Stern, G. (2011). Redefining the middle manager’s job. CNN Money Magazine. Retrieved from http://management.fortune.cnn.com/.
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