A Conflict Of Cultures : Kerry Beck

C: The article was first published in 1994 and revised on April 24, 2007. This indicates that the information in the article has previous and recent knowledge which suggests that it is current enough for the project.

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After reading the case study it seems that one problem between the hospitals and upper management seems to be lack of communication. It seems that Singh and Mrs. Manzoni have not affectively communicated to the hospital administrators what the goals of the company are and what is best for the company. I believe that Mrs. Singh and the hospital administrators value the importance of two different things. Mrs. Singh values the importance of correct data entry into the firm’s management information system. While, the hospital administrators seem to be placing more value on the importance of patient services. In addition, it seems Mrs. Singh does not know what

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

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Also, there are many challenges for healing hospitals in five characteristics such as, technology and prescription drugs, business factors, bureaucracy, cynicism, and failed leadership. According to Chapman, it is clear that the importance of loving care has decreased as technology enhancement and scientific learning increased (2007). If we consider business factors, it is true that the way we spent money is what we see as valuable for us. By utilizing this many of the old charitable hospitals became high revenue corporations in these days. Therefore, business factors are crucial. Another challenging factor of the healing hospital is bureaucracy. Bureaucracy is very obvious while evaluating what

The Stanford Health Services and UCSF medical center merger was projected to have a great turnout as it was supposed to be “enhanc[ing] the academic mission[s], strengthen[ing] referrals, and creat[ing] a more cost effective teaching hospital” (Sjoberg, 1999). The two competitors joined forces in hopes that it would alleviate the pressures of the new managed care systems by merging resources and acquiring more bargaining power. Stanford Medicine and UCSF came together at a time when many other academic health centers were looking to improve their negotiating powers with healthcare plans and physician groups. The merger offered hope to UCSF and Stanford by strengthening training programs and offering innovation plans as well as financial support.

Accordingly, transforming an organizational culture where developing a sense of creating a sanctuary of healing became not only a meaningful vision, but a meaningful reality at Clarian West Medical Center, in Avon, Indiana. Considerably, through the eyes of Clarian West Medical Center's Chief Executive Officer Al W. Gatmaitan, he strongly believes that when developing an organizational culture at the hospital, creating a sanctuary of healing does not only assist in improving contemporary and common hospital concerns. To cite a reference, in Anthony J. Suchman's, David J. Sluyter's, and Penelope R. Williamson's book titled, Leading Change in Healthcare: Transforming organizations using complexity, positive psychology, and relationship-centered

Merger of Hospital A and B and its consolidation into PRMC was essential as Hospital A was crippled with losses for 3 previous years and was also forecasting losses in the coming year. Hospital B was struggling with an aging facility. Furthermore, given that both the hospitals were in the same community and therefore essentially serving the same community, they were competing both: for the same patients, as well as, the clinical staff. The merger, allowed the new PRMC to reduce the healthcare costs, address the shortage of healthcare personnel and improve the delivery of healthcare by reducing the duplication of services and providing wide variety of services to the small community of 60,000 in southeastern part of Idaho.

2. What are the key problems related to cultural differences and which integration approach should the company follow to overcome these problems?

Sociologists define culture as “the ways of thinking, the ways of acting, and the material objects that together form a people’s way of life” (Macionis 40); but when and how are cultures developed? A society’s values and beliefs derived from their people’s ancestry, their economy or way of living in relation to their physical environment, and political situation all play active roles in forming a society’s culture. In addition, local variables alone do not develop a society’s culture in the modern era. One must not only consider the affects of globalization on a local culture, but also, contrastingly, a local culture’s ability to affect the global stage and its interactions within it. Until the rise of terrorist threats within the Horn

The intersection of the two conflicting cultures can be seen in the following statement made by many and is commonly

The unhealthy hospital case is about a hospital named Blake Memorial that has been in a very bad shape, lacks in providing the best quality of care, is in debt, and financially imbalanced. It is important for a healthcare set up to maintain balance in the financial system so the stakeholders and customers who are the patients their interests are met. If the hospital is lacking in providing the best quality of care for its community and the community is in high needs of the care than the CEO’s of the hospitals need to make a change. The patients (customers) look for getting the best services and better results from a hospital and the stakeholder’s looks for better profitable gain from their business by running the hospitals. In this case

Hospitals-clinics have quickly developed from the religious to the lay institutions. Practically from the beginning of the 19th century, they were