Nurse Merger Case Study

This interview was very informative to me as I am a nursing supervisor. It is my responsibility to provide my nursing team with ways to become engaged as nurses and to get them to realize the impact that they have on the hospital’s strategic agenda. I believe that teamwork is very important as interdisciplinary teamwork is central to the delivery of holistic and coordinated primary care (O’Neil & Cowman, 2008). The fact that nurses have so much input into hospital organizations gives me a sense of pride and inspires me to improve my own nursing care to ensure that it is in tune with the hospital’s

Communication includes verbal and written, as well as the ability to document data. One of the most difficult transitions, and a main stress factor, is the new graduates’ ability to communicate with the physicians. Having the ability to be a leader is a key to success. “To be an effective leader, a nurse must show collaborative teamwork, which is consistent with AACN core competencies. To fulfill this competency, new graduates must be able to delegate to others to promote patient safety and health” (Theisen & Sandau, 2013). Conflict resolution with team members and patients was a noted as a skill that new graduates lacked. “Several new graduates expressed concern that they were unprepared to deal with conflict appropriately and professionally” (Theisen & Sandau, 2013). Due to the lack of experience, new graduates are unfamiliar with the proper ways to deal with conflict successfully. Mentorship has been an effective way in improving new graduates confidence in dealing with conflict, because they were guided through real situations. Organization, prioritization, and time management was another identified problem. The ability to prioritize patient care, which has a direct effect on patient safety, is a critical component of nursing. “Both new graduates and employers have

Planned Organizational Change: In this situation, University Hospital underwent a significant planned organizational change. They took traditional nurses and put them into “care coordinator” positions. This planned change is defined as a process where an organization explores the need for change and possible solutions, plans for how that change is to be instituted, implements the change and disseminates information about the change, and integrates those changes into the day to day operation of the organization. It seems as if University Hospital did not implement this change in the best way possible. They seem to have thrown care coordinators into their roles without giving them much input into what their job would really entail.

“Running a health care organization is a team sport. It is very important that all members of the team-whether on the medical staff, in management or on the board-understand the role of governance and what constitutes effective governance” (Arnwine, 2002). Running a hospital is a difficult task. Several factors need to be seriously thought of and considered in every decision and undertaking. Unfortunately, all the three important factors in governing a hospital is not always in harmony. As likened to a team sport, if the three major components are not working with each other as a team, there will be tension and a great divide will be experienced. And often times, the patients will be in the middle and will be greatly impacted. This writer believes that there are several factors that contribute to the tension that usually exists among the medical staff, the board and administration. One factor is the disconnect, where each entity is not seeing each other eye to eye and their visions may be different from each other. Another factor may be the lack of communication in order to bridge the gap and to build a respectful and a relationship wherein there is trust for each end every member of the group. Often times, the medical staff is concerned with ensuring that patients are cared for in a manner that their practice is protected as well as the patients are getting the appropriate care. On the other hand, the board of trustees may be focused in ensuring that that

Mergers have become normal practice in the health care industry by creating a larger hospital system that provides broader services with the focus on lowering healthcare cost and being economically profitable with keeping in line with regulatory guidance. A merger happens when two or more organizations agree to join together and become one organization. One or more organizations essentially must dissolve for this to happen. Sometimes both organizations dissolve and take on a completely new name as in this case of the merging of the two competing hospitals. (McClure, n.d.) Hospitals along with health systems are following the same trend to merge with other hospitals, this movement has continue to gain momentum and appears to be the future trend in the health care industry due to high operating hospital cost. In a survey done in 2012 regarding hospital maintaining independence only 13% plan not to align with other hospitals or health care systems, while the other 87% plan some type of merger with another hospital or health care system. (Hospital Mergers and Acquisitions, 2013)

A nurse leader allows change to happen at

Fourth, both health care organization are anticipated that during our organizational restructuring on the Care Select Health System would most likely affect job satisfaction levels and potentially compromise the quality of services provided, yet evidence on the impact of hospital mergers on staff satisfaction is surprisingly scarce. Therefore, Care Select Health System staff might perceive mergers as a breach of the psychological contract (implicit commitments and expectations between employers and employees) when they feel they are not listened to, when they have to ‘suffer’ from delays in service development and job uncertainties. For instance, cultures of merging organizations might also clash when they have opposing attitudes towards

The principal organizations must endorse the idea of planning for the fewer managers, employees, shared decision making, greater decentralization, expanded practice, diminished support resources, and the brand delivery models. The respective hospital administrators should also consider endorsing the placement of monetary value to patient satisfaction. The nursing leaders in every level, in the respective organization, must consider managing basing on the evidence-based principles of management. The aspect of meeting the challenge involves the succession planning that

Communication and conflict resolution are two very important aspects in order for a team to function effectively. This paper will explain different strategies for effective interprofessional teamwork and collaboration in health care delivery. Furthermore, evidence-based nursing interventions for systemic change to resolve conflict resolution will be discussed. Conflict resolution and strategies to resolve communication issues are invaluable tools to know when leading team in collaboration. Leadership, additionally, is an important aspect within a team setting as well. The effects of effective and ineffective leadership on group processes will also be explored. Communication is in large the most important part of being an successful leader

A merger is a partial or total combination of two separate business firms and forming of a new one. There are predominantly two kinds of mergers: partial and complete. Partial merger usually involves the combination of joint ventures and inter-corporate stock purchases. Complete mergers are results in blending of identities and the creation of a single succeeding firm. (Hicks, 2012, p 491). Mergers in the healthcare sector, particularly horizontal hospital mergers wherein two or more hospitals merge into a single corporation, are increasing both in frequency and importance. (Gaughan, 2002). This paper is an attempt to study the impact of the merger of two competing healthcare organization and will also attempt to propose appropriate

Healthcare changes occurring today along with shrinking budgets and reimbursement rates for hospitals has forced institution CEOs to do more with less. Changes and restructuring of various health facilities require nursing leaders with flexibility and adaptability. Nurse leaders must also consider budgetary constraints, cost effectiveness, patient safety, and quality care while maintaining focus on improved patient outcome. The responsibility of ensuring patients receive safe and high quality care belongs to every employee in the hospital, including support staff such as IV therapy. In this hospital, this led to the development of a nurse director position to oversee the

Administrators utilize this form of management to enhance recruitment of professional nurses, maintain a stable professional, workforce that deliver safe effective cost conscious care. Some nurses will argue shared governance is just a organizational model of management, and “various factors lead to turnover, including excessive physical and psychological demands, unsupportive environments and long shift work” (Trinkoff, Johantgen, Liang, Gurses, Storr, Hopkinson, Han, 2010 p. 309).

PSHMC before the merger happened. In addition, Penn State staff benefits were better before the

By empowering the community of nurses and sustaining employee engagement, patient and employee satisfaction would remain the same, if not increase (6 Leadership strategies for navigating perpetual change in healthcare, 2015). Change is tough for most people and the time to adjust varies with each individual. Taking some time to acknowledge each individual and their needs is an important factor to being a great leader (6 Leadership strategies for navigating perpetual change in healthcare, 2015).

According to the case study both companies are in the merger process. During the process there are significant changers applied to the both companies. In this report pre and post-merger processes ware analyzed mainly using following change management theories and models,