When merging two state-of-the art hospitals, there happens to be a various amount of physical structures. Making sure to find a solution to this problem is crucial. One facility may work completely different than another. In this case two hospitals are prompted to merge together after both hospitals are doing not as well as they hoped to be. Both of these centers are located in the southeastern part of Idaho. Hospital A: Porter Regional Medical Center, also known as PRMC is located on the east side of town. Hospital B: BRMC, short for Banner Regional Medical Center, is located on the west side of town. These two competing hospitals are to merge together and create a new facility. Many changes would have to be made from leadership, benefits,
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Although it is complex and time-consuming, it examines all aspects of the market that can represent opportunities or threats for the merging organizations. This way they can take the best of both companies and combine them so the staff won’t have to worry to adapting to so much change. Pat Herman was given the single hospital management slot. He is currently hosting 30 to 40 meetings with the staff to answer questions and concerns. This is a great way for him to handle all the emotional stress that may be floating around amongst employees. During these meetings many questions are answered. After the consolidation there were many duplication of services and departments. By applying a job analysis, you can create job responsibilities. During a job analysis, management will figure out about the job role and the best candidates for it. If a cut in staff has to be made simply because some people are just not needed then I’d have to suggest that the Board of Directors implement that idea. Being part of a management team during a merge between two competing hospitals must be extremely stressful and must consist of a lot of patience. In Pat Herman’s case he was already CEO of one of the hospitals, and now had to be a leader to the other too. Adapting to a new environment can be difficult and can lead to not succeeding to do the best you can at work. Applying strategic planning is one great way to get through the first few difficult years of the
Although it is complex and time-consuming, it examines all aspects of the market that can represent opportunities or threats for the merging organizations. This way they can take the best of both companies and combine them so the staff won’t have to worry to adapting to so much change. Pat Herman was given the single hospital management slot. He is currently hosting 30 to 40 meetings with the staff to answer questions and concerns. This is a great way for him to handle all the emotional stress that may be floating around amongst employees. During these meetings many questions are answered. After the consolidation there were many duplication of services and departments. By applying a job analysis, you can create job responsibilities. During a job analysis, management will figure out about the job role and the best candidates for it. If a cut in staff has to be made simply because some people are just not needed then I’d have to suggest that the Board of Directors implement that idea. Being part of a management team during a merge between two competing hospitals must be extremely stressful and must consist of a lot of patience. In Pat Herman’s case he was already CEO of one of the hospitals, and now had to be a leader to the other too. Adapting to a new environment can be difficult and can lead to not succeeding to do the best you can at work. Applying strategic planning is one great way to get through the first few difficult years of the