Change and Culture Case Study I

I also recognize that mergers can be emotionally charged; however, I have to treat this agreement as a marriage between, Michael Jordan and Madonna. Both are successful in their arena, and they both have many valuable assets, as a result, I must ensure they maintain the integrity of their business and still function as a whole. Therefore a prenuptial agreement will be signed before pen and ink is put to the paper. All areas of discomfort and allegiances would be addressed. I am also very big on the needs of the people, so I will ask each employee to address their needs, wants, joys and values. I see that as vital because everyone inputs is important to the organization. My experience as a leader is unheard people operate in an opaque fish bowl, they all know that they are in it; however, they can’t see the other side clearly. I will have separate meetings one in India, and one in California. Yangsearch has a very entrepreneurial spirit; therefore, it breathes decentralization. With that in mind, I have to get everyone on the same playing field and show

Whether or not the merger acquisition is successful depends on (a) the net present value of the investment and (b) paper announcement of the merger. I mean once the merger is sealed, between three and eleven days, changes in the company’s value (the accurer and target) at the time of annoucement of the merger determines the acquisition financial success. The paper announcement returns is supported by Andrade Mitchell and Stafford (2011) after using the database of University of Chicago. Simulation analysis can also be used.

In conclusion, understanding and enforcing laws, understanding diversity and incorporating it, and showing exemplary behavior will be important steps to ensure this merger is successful. Overall, your behavior in all aspects of the company will be the cornerstone of our productivity. When your employees see a positive role model, you will be sure to receive the same in return. There will be stumbling blocks along the way, but it is how we learn

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

Merging with another organization has downfalls of destroying wealth from the merger. Considering the buying price is important when merging, spending too much on the merger will impound the value after the merger. Some mergers do not create wealth so capital is lost through the merger. There is no guarantee of financial gain and every formula considered with focus, just as with an acquisition. The final decision dictated by the variables. One company merging with another company takes the debt and losses of those companies in the new formed company.

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).

So far numerous studies shows that between 50 to 85 percent of merger failed, and a study by Baker & McKenzie (2014) opined that majority of the merger did not improve shareholder value or did not returned enough return on investment by stakeholder.

Over the years more healthcare organizations, like DaVita, Inc. and MedStar Health have increasingly expanded to become integrated healthcare systems through mergers, acquisitions, or joint ventures with efficiency and good performance by achieving a strategy of focusing on being more accessible with population health and providing high quality care at an affordable reduced, cost with a goal of keeping patients healthy with good medical outcomes.

The lack of quality medical treatment and or services can impact admittance to health care, which raises expenses and medical cost. I have educated myself about the diverse technology phase of health care and the knowledge of how these changes have limited the future of health care systems. In addition, knowing the role of stakeholder’s is facility planning and advancement procedure. In Health Financial Management, class I have acquaint myself with the law and governing challenges of health care. I have been educated about the diverse organization designs, gaining knowledge about future health care customers operation trends and how to assess and detect regulatory compliance problems. Also the social accountability on health care along with the task of embracing health care industrialism and that health care is not only about patient care (Harrington, & Voehl,

Due to the diversity of the cultures in the merged organizations, the management team has to facilitate a working culture in the new organization. Each organization

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

The day-to-day operations within a healthcare facility are crucial to its success. The operation manager must stay focused on the delivery of state-of-the-art healthcare while looking to improve future technology at the facility. This entails not only equipment and technology but also assuring that state mandated regulations are closely followed. The operations manager can often be the difference between a well-maintained and operated hospital/clinic or a chaotic environment where the quality of patient care suffers. Clearly the stakes in any merger or acquisition are high when bringing two different cultures together under the same roof but when done properly it will form a collaborative, high-performance new company. The decisions made during this time about people, process, technology, and the organization will have a long-term impact, for better or worse. Therefore, it is vital to develop a detailed integration plan to ensure these decisions are taken with a long-term view.

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

College culture centers on respect for individuals and individual perspectives of employees and students. The strength of an organizations culture is dependent upon how strongly employees perceive the organization’s beliefs and values. In order to understand the reasons why employees resist change will give managers the opportunity to plan and strategize ways which will lead to a successful transition. The paper concludes with implementing change efforts within the organization through effective communication.