Revising Organizational CultureRevising Organizational Culture
There are several considerations when handling a merger, especially of two different entities. A merger means combining two or more companies into one unit by absorbing all the existing structure and condensing it into a lean structure in case of a merger between multiple hospital units and that of a specialty clinic; several considerations need to take into account. A good leader, there is a need to utilize the existing knowledge, skills, and expertise to make a successful merger. An organization can complete its mission and reach a desirable purpose by understanding the changes within its working environment and adapt to these changes (Ledlow & Stephens, 2018). Adapting to changes might be a complicated process for the two units considering their different backgrounds. For example, one system has its roots as a Catholic entity, while the other began with its origins as a Jewish facility. Thus, both the catholic tradition and Jewish beliefs need to be represented.
The two models that would be appropriate in this merger are the Dynamic leadership model and Bolman and Deal reframing leadership and management of the organizational model. Some of the significant barriers to be addressed are the approach to patient care, the ethnicity, and the organization’s background and how it will impact on the communities it serves (Ledlow & Stephens, 2018). These concerns hen address will lead to a successful merger that will enable the hospitals to enhance the quality of patient care.
The dynamic leadership model is the best type of merger because it is essential that leadership and management work as a team. The dynamic leadership model can fit within the situational and transformational leadership paradigm because it emphasizes on organizational culture development (Ledlow & Stephens, 2018). DCL model enhances communication and also enables leaders to develop a better strategic plan .decision making will be enhanced and will be aligned towards addressing employees’ concerns (Ledlow & Stephens, 2018). The dynamic leadership model can discuss the role of the organization and the overall objective of the merger. It will address issues related to management, including the different departments. The managers can be aware of the daily operation, including how the processes and procedures are likely to change with time. For example, managers will learn how to enhance patient services by knowing the resources needed by staff to effectively perform their duties changes (Ledlow & Stephens, 2018). The manager will support the team in improving the process by ensuring that the staffs also adhere to the protocols.
Bolman and Deal’s reframing leadership and management model can help the management review the four components of the organization. These are the structure, the human resource, and the political and symbolic leadership elements. Understanding the structure can help in making a better analysis to come up with a workable design (Ledlow & Stephens, 2018). The human resource will enable leaders and staff to develop a close working relationship and facilitate the spirit of the corporation (Ledlow & Stephens, 2018). Understanding the political elements of the organization can help the leader develop specific goals and objectives. At the same time, the symbolic leadership will enable the organization to establish a clear vision of what they want to achieve.
If the two health care facilities decide to merge, it would be imperative to understand their culture and put into consideration some of the priorities they need to address. The responsibility lies with the leaders of these two organizations. These leaders are expected to develop a new mission and vision based on their cultural background. Despite the uncertainty that comes with a merger, it is essential to adopt an open communication to ensure that every employee is involved in the process. Having an inclusive process where staffs are supported to make changes will enable the two organizations to offer quality care to their patients.
Reference
Ledlow, G. R., & Stephens, J. H. (2018). Leadership for health professionals: theory, skills, and applications. Burlington, MA: Jones & Bartlett Learning