The Change Plan For The Merger

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

The forces that drive changes in an organization are classified as internal and external forces. Internal forces of an organization pertains to events, factors, people, systems, structures, and conditions inside the organization that are generally under the control of the company such as the mission statement, organizational culture, and style of leadership. On the other hand, external forces are those factors that occur outside of the company, which could result to a change inside the organizations and most of the time beyond the control of the company such as customers, competition, the economy, technology, political and social conditions, and resources (Hartzell, 2017).

In the healthcare field, there are forces that drive practice and develop change within an organization. There are both internal and external forces in which not one organization is immune to (Kotter, 1996). By establishing a vision of the company, a sense of purpose and direction is created, working towards change within the forces (Huyer, 2014). When people participate in a vision, they work towards a common goal and identify what needs to be changed in order to reach that vision. In this paper, a presentation of Banner Health will be discussed, along with its mission and stakeholders, driving forces, viability, as well as an analysis of forces, a response to change, a vision for change, and an evaluation of change.

The grounds for any merger depend on the competitive nature of both firms. If one firm is highly competitive and tries to

The results displayed have shown a great adaption to the transition thus far. Even though it is an early stage of change, health care providers have adjusted efficiently to the new environment. Human resources have hired new staff members to bring energy and emphasize the

The main weakness of merging the two companies would be with the staff. There would be cultural changes, disengaged staff and moral decreases (Iveybusinessjournal.com, 2015). Reorganization would need to be done to

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

A risk management and legal issues associated with the mergers can be credentialing. According to Buchbinder & Shanks (2012) the internal control of compliance programs is the responsibility of the board, internal personnel, and management. Some risks that could happen are shortages on registered nurses (RNs), quality of work can go down, and demoting can also cause issues.

Question 1 Several factors have been proposed as providing a rationale for mergers. Among the more prominent ones are (1) tax considerations, (2) diversification, (3)

changes that have taken place in the company. Devising a strategy within health care can be local

Some may argue that the mergers are in fact good for hospitals and patients alike. The expansion of the hospitals and their services lead not only to the increase of the bottom line for the hospitals but also improves healthcare services for the patients. (Pear, 2014) On the other hand, the Federal Trade Commission Act of 1975 Section 5 of the Federal Trade Commission Act (15 U.S.C.A. § 45), prohibits “unfair methods of competition” and gives the Federal Trade Commission

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The task environment is composed of more specific organizations such as as customers, competitors, suppliers, and distributors. Unions, financial institutions, special interest groups, and mass media could also be considered factors. For Treat Squared several of these should be closely watched to avoid any negative impact on the business. For instance, the customers and their recommendations are what will initially get the business recognized. If the customers don’t love the product and don’t buy into the atmosphere and experience that they are selling, they will tell others and sales will drop.

For most, resistance to change inevitable, for some it is their personality and others it is fear of the unknown. Organizational structure may change through downsizing, outsourcing, acquisitions, or mergers. In this paper, I will be examining resistance to change during a merger and how to manage this type of stressful and many times unclear change in an organization. There are three key strategies for managing resistance to change; communication, participation, and empathy and support. Throughout this paper I will discuss the three strategies above as well as some other contributing factors to change in an organization.

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,