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Essay / Research Paper Abstract
An 8 page paper that begins with a brief scenario. The paper discusses mergers in general and some factors that lead to success or failure. The paper also discusses the types of organizational culture and what middle managers need to do to avoid conflict between the staffs from two hospitals who are now merged. Bibliography lists 4 sources.
Page Count:
8 pages (~225 words per page)
File: ME12_PGhltmgc9.rtf
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Unformatted sample text from the term paper:
on the organizational culture of the two organizations? How can the manager get the combined staffs to work effectively with each other? What will the new organization look like?
Discussion Some mergers succeed, others fail. This has been true throughout history. For instance, during the 1980s and 1990s, there were numerous mergers and acquisitions in all industries. In 1991,
Kusserow reported the fates of eight hospital mergers. In these mergers, one or both of the hospitals that decided to merge were experiencing declining occupancy and lower revenues; of the
16 involved in the mergers, four closed their doors completely (Kusserow, 1991). On the positive side, hospital services did not decrease for the public as a result of the mergers
(Kusserow, 1991). That was a long time ago but the outcomes remain the same today, some succeed, others close their doors. Dooley and Zimmerman (2003) writing for Health Care Management
Review, commented that mergers are like marriages. Mergers are not events that happen in one space of time, they are chronic conditions that require a great deal of work in
all areas before, during and after (Dooley and Zimmerman, 2003). They may be intended to eliminate some problems but they definitely create other problems (Dooley and Zimmerman, 2003). In a
merger, middle management and staff are not allowed to discuss the merger or have any impact on the decision to merge but they have to live with and work through
the consequences of the merger. Even organizations that do spend time informing all employees and management of what is happening, once the deal is made, top management often does not
continue to communicate with middle management and employees (Dooley and Zimmerman, 2003). When communication stops like that, the officials are viewing the merger as an event, something that happened one
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