In 1997 University of California, San Francisco (UCSF) merged its two public hospitals with Stanford’s two private hospitals. The two separate entities merged together to create a not-for-profit organization titled UCSF Stanford Health Care. The merger between the health systems at UCSF and Stanford seemed like a good idea due to the similar missions, proximity of institutions, increased financial pressure with cutbacks in Medicare reimbursements followed by a dramatic increase in managed care organizations. The first year UCSF Stanford Health Care produced a profit of $22 million, however three years later the health system had lost a total of $176 million (“UCSF-Stanford Merger,” n.d.). The first part of this paper will address reasons why the two institutions decided to pursue the merger by looking through the theoretical lens of bounded rationality, prospect theory and resource dependence theory (RDT). The second half of the paper will purpose reasons why the merger was unsuccessful by considering key concepts in organizational behavior such as power and culture.…
The competitive elements currently operating in the U.S. healthcare system are the character of the constantly transforming industry. The increase of the pace of competition within the healthcare system takes place among different organizations. This paper will describe the different forms of that competition among organizations, explain the benefits and the downfalls of competition, offer an alternative if competition was not the main force behind the U.S. healthcare system, define elements of successful competition, explain how competitive intelligence is used, illustrate how competition influences both the services offered by healthcare organizations and the choices patients have.…
What specific steps should the board take to create an executive team to manage the newly created organization?…
In all industries, competition among businesses has long been encouraged as a mechanism to increase value for patients. In other words, competition ensures the provision of better products and services to satisfy the needs of customers (Glover & Rivers, 2009). In the health care industry, competition has an impact on many relational perspectives. There have been several studies examining the relationships between competition and quality of health care, competition and health care system costs, and competition and patient satisfaction. Some elements of competition in health care are price, quality, convenience, and superior products and services.…
1. Becoming more efficient: Healthcare reform and all its provisions are already making hospitals find new ways to increase facility efficiency, better manage care and streamline costs. One item is renovating hospitals to cut down on operating expenses. Hospital executives allocated 21% of their budget to renovations compared to 16% for new construction in 2012 according to an ASHE 2012 survey. 2.New model of care: Hospitals are moving away from the contemporary fee-for-service model, a contributing factor for our excessive healthcare spending, and are switching to value based models of care. Before, the more services hospitals performed, the more money they would make. Now, that is changing with hospitals being held accountable for their patients. Patient treatment outcomes versus cost are compared and hospitals who meet the requirements receive a bump in federal payments.…
The growth of health care costs in United States has far outpaced the rate of inflation. Total health care spending in 2004 was $6280 per person, representing 16% of the US gross domestic product (NCHC, 2007). There is an ongoing debate between experts and policy makers that the health care system is burdened with inefficiencies, excessive administrative expenses, inflated prices, poor management, inappropriate care, waste, and fraud. In this paper, we will examine how efficiencies in supply chain management and effective use of sourcing and technology has reduced hospital costs. We will provide an inside look into Kaiser Permanente of Southern California in our analysis.…
Fundamentals of Financial Management, 12e Chapter 23: Mergers and Other Forms of Corporate Restructuring After studying Chapter 23, you should be able to: Chapter 23 Explain why a company might decide to engage in corporate restructuring. Understand and calculate the impact on earnings and on market value of companies involved in mergers. Describe what benefits, if any, accrue to…
June 2010 Perspectives on merger integration Table of contents 5 A new generation of M&A: A McKinsey perspective on the opportunities and challenges Despite continued uncertainty, signs point to a surge in M&A activity that will be ambitious in both scope and profile. 11 Beyond risk avoidance: A McKinsey perspective on creating transformational value from mergers Most mergers are doomed from the beginning. Anyone who…
competition among them (Lee 2001; Cho 1999; Yoon et al. 1998). Kia went bankrupt in the…
As the availability of new hospital sites becomes more limited within the city boundaries, private operators are now either working with property developers or going further inland to expand their presence. We think KPJ‟s acquisition growth strategy is viable as the risk associated with it is lower than setting up…
Bylaws, rules and regulations that reflect joint-decision-making efforts should be followed by the new, consolidated medical staff. Stringent, well-documented standards for keeping physician’s credentials current should be applied to Portsmith Regional Medical Center. Decisions on that matter are made by the newly…
Recently this year, Abbott laboratories an international healthcare company will obtain possession of St. Jude Medical in an agreement that is valued at $25 billion. This contract between the two companies is considered the largest, by combining and increasing their business with doctors and hospitals. More and more companies are merging with one another to obtain access to the latest technologies, as well as reducing their overall costs. Since recently, St. Jude Medical's shares have been drastically dropping, this merger with Abbott will not only increase their business but, it will also improve the end result of patient's lives. According to USA Today, after the announcement was release publicly, St. Jude Medical's shares went up 25.6% rising to $77.79 a share. Although, Abbott's stock decline 7.8% to $40.42. Abbott also has plans to take over St. Jude Medical's debt of $5.7 billion. They viewed this new investment as an opportunity to introduce new medical products beyond the cardiovascular field globally. With this new merger, they project that by 2020 the combine companies will bring in sales and profits in a $500 million pretax increase.…
- Merge of the hospitals improved economic results as they were able to lower the total costs…
In response to the recent merging of Healthcare International and Care Alliance Health Systems, the management teams of both medical facilities has come together to write a memo on the merger and the effect that it will have within our new organization. Our organization will now be called Care Alliance International Systems. This memo will discuss how the merger will affect our organizational culture (on products and services), how organizational behavior affects overall quality, and how organizational behavior affects competition and human relations. In addition to that, this memo will review how job design, work processes, and performance expectations effect our organization. Lastly, this memo will discuss how the management team will ensure the success of the new Care Alliance International systems.…
Many dynamics in a healthcare organization can dramatically change when a merger occurs; these changes occur on the floor and among staff. The impact of merging two separate entities with different values and performance efforts can have long-term and short-term affects within the new organization. This paper is an effort to identify the impact a merger will have on the culture of the new combined organization, and how to ensure that the combined staff will work together to provide quality care without taking on a competitive stance.…