Here is the synopsis of our sample research paper on Redesigning Jobs After A Merger. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 9 page paper. Two health care organizations have merged. The new organization reduced the number of employes. The administration wants to redesign jobs, including introducing universal workers. The paper explains what a universal worker is with examples from nursing homes. The writer discusses leadership needed to redesign jobs with cautions and with using Senge's ideas about learning organizations. Bibliography lists 6 sources.
Page Count:
9 pages (~225 words per page)
File: ME12_PGhspmg9.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
staff and at the same time to pursue a redesign of remaining jobs. This effort can be successful or disastrous. In the late 1990s, Beth Israel hospital, which was a
training hospital associated with the Harvard Medical School merged with Deasoness, which was a community hospital (Koprowski, 2003). A culture clash happened, which should have been anticipated. The staffs of
both institutions were on totally different wave-lengths with different priorities and different emphases and the merged organization suffered. The merged organization was challenged with a 14 percent turnover rate and
could not recruit sufficient nurses and even a turnover in physicians (Koprowski, 2003). This challenge existed for several years until a new vice-president for patient care services was hired to
fix the problem (Koprowski, 2003). In other words, the new vice-president was there to try to overcome and correct the many mistakes made by the managers of the merged
center. The existing staff was seriously frustrated, as would be expected and that frustration eventually became anger and hostility (Koprowski, 2003). Deaconess health care professionals felt the merger was
an acquisition and they were viewed as inferior by the Beth Israel professionals (Koprowski, 2003). Further, nurses in general, felt that the doctors at the hospital mistreated them (Koprowski, 2003).
Many of the physicians on staff had graduated from Harvard Medical School and tended to think themselves superior to everyone and they would certainly not listen to anything nurses had
to say (Koprowski, 2003). One of the first things the new vice-president did was to take on the task of redesigning jobs to give nurses more autonomy and to be
more involved in decision making in terms of patient care (Koprowski, 2003). This was an effort to retain their nurses. Senior management officials at the hospital told physicians that nurses
...