The Impact of Combined Organization in Terms of Its Sales Performance - Case Study Example

Change and Culture: Case Study First Last of Introduction Almost all organizations today tried to find ways on how to survive competition and on how to dominate the market. Just like in the healthcare industry, competition is highly present in hospital, medical, dental and other health activities. Brought about by competition is the conflict in healthcare industry between interacting parties like the staff and the physicians, or the staff with the patients. This is not impossible in the healthcare atmosphere which is due to the differences in culture and belief systems (Singleton, 2002, p. 502). Just like what had happened in 1990s which is considered as transition period in the healthcare industries (Manion, Lorimer, & Leander, 1996, p. 189). This is the period wherein merger and acquisition among healthcare industries are rampant and visible. Combining one organization with another organization is a choice in order to save the business from losses or to increase business operation (Elmerraji, n.d.). Very often, the combining organization must deal with changes – changes that can cause conflict because it is not agreeable for both parties. One of the necessary changes that the combining organization must take action is the differentiation of culture. According to Lacy and Macfarlane (2007), “it is important to understand the culture of the organization and the people involved” (p. 163). The change is not pleasing for everybody; however the organization must be positive because the process is just like getting away from the traditional way and coping with the modern way. This paper will give an overview on the impact of combined organization in terms of its sales performance. Until now, the staff member looks at the merging organization in a competitive manner that is why managers are challenged on what to do to make the combined staff work together. Managers should act in order to attain a cohesive culture that will shape a unified system for the organization. Sales Impact on the Culture of the New Combined Organization There are many factors that affect the way industries conduct business and almost all of the industries are affected. Among the factors are mergers and acquisitions which are complex changes in the healthcare organizations. According to Mandelberg (n.d.), “merger and acquisition failure rate was 91%. Less than 1 in 10 mergers were deemed successful by the people initiating them…” It usually fails because of the different culture and system present in both organizations, especially if the two are long time competitors. It is usually the starting line when organizations combined for it is part of the integration process (Herd & Silverstone, 2010). A culture can be identified based on the reflected values, norms and practices executed by an individual in a certain organization (Block, 1993, p. 204. If the organization wants its effort to have a million worth, the cultural issues should be handled as a serious matter as an advice from the merger and acquisitions (ImouKhuede, n.d.). The issue would be difficult to overcome if once and for all the organization has done nothing against it. Doing designated task for two groups of individual is hard to accomplish for conflict may exist among them brought about by the different culture. Instead that the staff member of a healthcare organization will work together towards the common goal it would be hindered by separate views, hard feelings and poor execution of the tasks. See for example, one of the combined healthcare providers is in place of several inpatients and outpatient services whereas the other is not doing the same services, as a result there would be a contrasting scene that might lead to friction. To avoid this incident, it is necessary to have culture alignment that is both appropriate for each of the organization’s objectives. The impact of this conflict on sales is not good because customers will feel unsatisfied on the services and turnover will decrease. The desired sales will not be attained because the performance of the staff member towards their work is not satisfactory. Instead of having unity, a competitive gap among the staff is created and there would be fighting on who will take the control. Arguments will arise and subjectivity will be present on each side of the organization. The staff will be incapable of providing the best patient care, high quality patient care, low productivity and inability to meet demands and expectations. To make culture differences not a hindrance to the success of the sales force, objectives should be defined and communicated clearly and there should be accountable for every inconsistency (Leslie, 2007, p. 82). Working Together to Provide Quality Care Working together in one shared of culture and common vision for the future of the organization is one of the challenging roles handled by a manager. According to Embertson (2006), “healthcare organizations need to view their middle managers more as assets and should invest in their professional development to maximize their value.” They will serve as an eye that is use to warn and equipped the healthcare organization to be prepared in the upcoming challenges. The knowledge, awareness and experiences of middle managers on the organizational details are a big help in handling culture change. One of the issues that middle manager should give focus is the clashing of culture in the combined organization. They will be used as instrument to unify the clashing culture to be aligned with the objectives of the organization, and they are one of those who greatly suffered the restructuring revolution. According to Manion, et al. (1996) “major cultural transformation such as the entailed in the conversion to a team-based organization simply cannot succeed without effective leadership” (p. 189). It is very true that after the organization has been merged with another organization the performance and attitudes of the combined staff members are likely affected. To lead and to manage the combined staff to have a good performance and to reduce chaos, middle managers should apply the logical process. The logical process will start with the preparation phase, wherein the middle manager will clarify the reason for change and how it will affect the organization. It would be an advantage if the purpose will talk about the significance of those who are affected such as staff members. One of the purposes is to improve the quality of care being delivered to the patients and it should articulate the role of the staff. Change is not a simple issue, and the process is somehow complicated because some of the staff members are not amenable to the changes in the culture. Although others are on the positive side, others have also grown comfortably on the cultures they have initiated that push them to be resistant. Middle managers should know how to deal with resistance, and make the staff accept the reasons on why changes are needed in a practical and uncompetitive way (Stefano, 1996, p. 2). Conflict cannot be avoided and mostly present on the early stages of merging; and as one of the tactics, staff members should be kept informed on the details of every decisions the organization is taking (“Merger Aftershocks II,” n.d.). This is being proposed so that the staff members can feel that they are being considered as an asset to the organization, and that all of their efforts have contributed success. As a result, they will be motivated to perform their designated tasks without looking the other staff in a competitive manner. Also, to ensure that the combined staff will work together for the business success, there should be collaboration between them and the management (Stefano, 1996, p. 3). If there is collaboration between both parties there would also be satisfaction (Singleton, 2002, p. 511).When the collaboration becomes visible, it would be easy for the staff to accept and understand on why there is a need for change. Organization in Terms of Shape and System The system of a healthcare organization is just like the human body in which each of the part such as the providers and patients have different ways of responding to unpredictable changes (Kochevar & Yano, 2006). Basically before organizations combine with another organization, they have implemented their own system, thus when they merged they will be having different systems (Rhodes, n.d.). According to Cooper and Argyris (1998), to ensure the success in merging “employees must accept new objectives and functions within a new structure” (p. 281). If managers wanted to see that their people are achieving something for the organization, and then give them the list of common goals and objectives as their guide. It is important that managers should weigh everything in selecting for a real system that would represent and amenable to the two organizations. The reaction of the individuals on how the system has been implemented and perceived should be considered by the managers so that it will reach a consensus. To design the work environment in a healthcare organization with the best system, it should commence on the culture of the organization. Once the culture has been aligned with what the organization perceived, the system follows. If the organization has done nothing to make a change, a closed system is created, and it is not suitable for a combined organization (Droege, n.d.). Using the open system is much more applicable to a combined organization in attaining success. The shape of the healthcare organization can be designed once the staff member in the combined organization would share common goals and objectives. The shape is highly influential on the combined organization if compared to the dominated one, wherein the individuals are much having the sense of belongingness in the organization (Tyler, 2001, p. 255). A clearer vision and objectives will be a big help in shaping a complex systems with one definite purpose – to provide quality care without taking on a competitive stance. Conclusion Once the culture differences have been stabilized, it would be easy for the entire staff member to provide the best quality care without taking on the competitive stance. The change is not complicated if both the organization itself and the staff and middle managers are doing their separate roles. The role of the middle manager is to widen the staff’s acceptance on the process of change while the staff must cooperate by thinking in a positive view. If they will be given enough attention, productivity conflict will be abolished and the combination will be successful. If the manager is successful in creating a cohesive culture among the staff, there would be an open system and a shape fit for the entire organization. References Block, P. (1993). Stewardship: Choosing service over self-interest. 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