Change and Culture Case Study 1

2. When an acquisition takes place, there is usually a lot of concern on behalf of all the company’s employees.  Not only the company that is being acquired also by the company that is doing the acquisition.  Usually there will be jobs lost, consolidation of positions, promotions, demotions, etc. It is the responsibility of the Human Resources Department to ensure

In terms of people management the railway equipment industry gives credit to not replace existing staff when there is a merger. This is an asset because existing staff can form the other ones on manufacturing methods and share best practices. BBD named it “tried and tested management approaches”.

First, we would perform a thorough stakeholder analysis and define the roles and responsibilities of each. Secondly, we would engage these stakeholders (e.g. patients, board members, employee, physician, local community leaders) in constructing the vision and strategic goals of the merged entity. Thirdly, the deployment of specific human capital management strategies would be a

The scale of this scale is regional as it takes place primarily Sonora/Arizona region of the U.S./Mexico border and affects one specific group of people (migrants).

“There is good agreement that the first 100 days after a merger change set the tone, signal the troops about the real direction of the organization and its vitality”(DiGeorgio, 2003,p.266) A slow integration process can actually worsen problems. Merger integration should not be treated as an after-thought. It is something that needs to be addressed during the merger search and negotiations phase while there is time to minimize any negative impacts.

Ethan Watters exemplifies a unique phenomenon in his work on the idea of cultural change in Japan. Watters essay discusses how a nation was altered for the benefit industry through the use of marketing. The stance that Watters takes in his essay is the implications of marketing and marketing techniques which can be used to change the thinking of a whole country. Karen Ho’s essay “Biographies of Hegemony” focuses on how the leaders of investment bankers market the ‘success’ in investment banking in an attempt to make students get involved in the banking career. Both of these ideas were joined together by the constitution and techniques used in marketing, a system evident in Ho’s essay. Before scrutinizing how marketing influences different

Divinity Medical Center’s acquisition of Blancato’s Medical Center has suffered numerous difficulties from the onset. In this post-acquisition phase, the challenges have intensified as now absenteeism and staff turnover is at an all-time high for the facility. All indications point to the acquisition sitting on the verge of failure. Without immediate steps to rectify the issues, both facilities have significant reasons to worry regarding their continued viability. “Mergers and acquisitions are designed and executed to create growth, competitive advantages, technological acquisition, eliminate competition and more in order to create value” (Appelbaum, Roberts, & Shapiro, 2009, p. 34). A failed acquisition results in quite the opposite picture including increased staff anxiety, lack of trust, and increased turnover, all of which are currently occurring at Blancato’s Medical Center (Appelbaum, Roberts, & Shapiro, 2009, p. 41). Divinity leadership must take immediate steps to establish a leadership structure, develop a clear vision, and restore employee trust, to reverse the effects of the failed integration and propel both organizations towards a successful future.

Effective managers will create trust through engagement, commitment, and communication. The role of the manger is to interact supportively with the employees without creating additional confusion and fear. Encouraging involvement is the best way to raise morale and

Existing M&A literature reveals six distinctive theories that identify distinctive sources of problems that emerge during the M&A related organizational integration processes, predicts their psychological and behavioral effect on employees, and suggests relevant prescriptions to prevent and/or address the

This project is all about maximizing your personal brain power by changing something in your life all while following the steps of changeology.The steps include psych, prep, perspire, perspective,and persist which all include useful information and guide you to achieving whatever your goal is. Using these methods I will change for the better and improve my daily routines all while keeping track of my progress throughout the course of two weeks.As for this week I will present to you the first two steps of changeology which include psych and prep.

2. Merge OCB with a large Physician Practice Management (PPM) organization and adopt their proven business models, strategies, and methods, to optimize all aspects of the business. Although tempting, the potential tradeoffs could include binding agreements, a complete reorganization, of OCB to match the new PPM model. A change of such magnitude would be disruptive and negatively impact revenue, reputation, and may force out valuable personnel. Additionally surrender of control, and loss of Independence is not appealing to me. The potential for improvement is great, but the potential risks may outweigh the reward.

T. S. Kord, in a 2016 article for Cultural Dynamics, stated that he had a new theory for why our culture enjoys horror films in that “horror films primarily seek to elicit not fear, but guilt” (69). He said this because he felt that horror films acted as a way for people to feel the guilt that they should be feeling about various issues in life but are not. Kord also felt that violence was a vehicle through which this genre caused people to wrestle with the guilt they should be feeling. While this may be the case for the horror genre, it may be different for a newer genre that, although normally categorized in the science fiction class of movies, takes some cues from horror. This genre is that of the dystopian future, a normally violent, somber

Post-merger integration work is difficult, political, and often driven by teams that still have day jobs. Budgets are undefined, executive leadership is not clear beyond the C-level, no plans exist, and no one has done it before. Companies are willing to spend money on due diligence ahead of signing the papers, but do not always follow through to ensure that targets are met. In many cases, integration team members are plucked from the “operate and maintain” staff, and either cannot see or do not share the strategic vision of the “design and build” dealmakers. Companies that thrive from mergers do eight things (at least) correctly: Have a Plan, Communicate, and Measure Results, Dedicate the Team, Automate, Plan for Turnover, Focus on Business

Burke (2014) stated that organizations change from day to day. The changes that take place in organizations can be intentional or unintentional. Generally, the changes that occur is accidental. It is important to have a broader and deeper knowledge of understanding organization change. Understanding what is currently happening as well as trends in which the organization is functioning can provide such awareness.

Many times anxiety can grow because employees fear loss of the organizations traditions. It is important to involve employees on the transition or modifications to traditions, celebrations, and other activities that help shape the organizations culture. It is important for both organizations in a merger to be sensitive to the others rituals and ceremonies and to work towards a compromise and build new traditions supported by the majority.