Mergers between Different Healthcare Institutions - Assignment Example

? A Case Study to Analyze and Solve A Case Study to Analyze and Solve Introduction Mergers between different healthcare institutions that deliver similar products to consumers are on the rise in different geographic areas of the world. This kind of change is usually accompanied by other adjustments made in order to accommodate the main transformation. The merging of two nursing homes would bring benefits for both institutions but would also call for the streamlining of numerous operations to make the new joint organization more cost effective. The people who would be in the best position to lead in effecting such changes are nurses because they are the personnel who are most acquainted with daily operations in both nursing homes. According to Herzlinger (2006) strong nursing leadership, integrated with a transformational style of leadership would be most effective in overseeing the successful realization of new procedures such as electronic documentation systems in the merged organization (Amerson, 2011). The procedures conducted in nursing homes are usually conducted by nurses. This means that the nurses are in the best position to support urgency for implementing the changes needed while also communicating the vision of change to other medical workers. Nurses can also easily empower each others’ initiatives to support the change while also revising the new merged organization's internal culture so as to create new traditions. Overseeing the Installation of a new Documentation System During transitional phases during which important changes are occurring due to mergers, it might be necessary to employ additional workers who are tasked with helping with implementation challenges. This is especially important if either of the nursing homes are short-staffed. Even in case the nursing home is fully staffed, it might be necessary for additional staff to be hired so that the nurses have a chance to focus on learning the new methods of operation and adapt to them. This will require time as well as energy. The nurses from the different nursing homes may also require additional time in which to test the efficiency of new operational methods. Since each nursing home’s former documentation models were different there will be a need to test the most efficient method before implementing it in the merged institution (Walker, 2006). This precedes a combined educational training course conducted for the workers of both nursing homes together. The Importance of Mergers between two Nursing Homes Mergers always result in more profits for the health institutions concerned. Such productivity ensures that the institutions survive in an increasingly competitive economy. At present, many nurses working in nursing homes are forced to work in spite of shrinking reimbursements. To remain productive in an age in which the federal healthcare reforms are likely to result in negative financial consequences, mergers have to be implemented (Large, McLeod, Cunningham and Kitson, 2005). Mergers will be a way for both nursing homes to remain solvent while catering to the main objective- the care of patients. Merging will also result in reduced costs as the two nursing homes will be able to use their unity as leverage when purchasing larger supplies. The new merged institution will be able to ask for volume discounts due to higher usage. In addition, if one of the nursing homes were struggling, renovations made in order to make it possible for both institutions to merge would cause make it more lucrative. Why Merger between the Nursing Homes can be difficult to Implement The process of merging, though, is not easily accomplished. There are difficulties in deciding on the operations to streamline, as well as the different methods of documentation used by both nursing homes. When the workers of one nursing home are not well acquainted with their prospective partners, there may be discomfort between the staff of both homes. There may also be changes in leadership that confuse the staff or make them apprehensive about the security of their own jobs. This can be especially worrying for workers when the different project leaders that are known by respective nursing homes are absent during major times of implementation. Even if they are being assigned new duties, project leaders should be present before as well as after the change has been realized because this is the only way for the medical workers of both nursing homes to learn to trust their new leaders, while also helping them in the management of potential follow-up issues. To ensure that the transition phase goes smoothly, it is important to have a plan of change that is proposed by leaders from both nursing homes. It is also important for the proprietors of both nursing homes to be supportive of the change plans because there will be resources that are needed to successfully oversee the change (Herzlinger, 2006). A group of nurse leaders from both nursing homes who have a shared vision can be chosen to oversee the change. Nurse leaders can make use of critical communication skills to address the concerns of their colleagues and calm their worries (Leadership Skills for Nurses, 2013). Such a strategy will result in the nurses gaining ownership of the project. A reason why nurse leaders are so critical in effecting the process of change is that they nurses from both nursing homes are well acquainted with each home’s nursing culture. Change will undoubtedly affect the way workers and patients in different nursing homes perceive their future. They may be resistant to any change because they might feel that they will lose the ambience that has always existed in their preferred nursing home. Such attitudes could work against the spirit of the proposed merger or cause difficulties in assimilation. Nurse leaders, who are well know to both nursing homes and so are not suspected of under-handedness, are in the best position to take the energy and time necessary to address the concerns of their colleagues as well as patients. Their views on the amalgamation are also more likely to be accepted as genuine. Nurse leaders of both nursing homes will also be in a position to demonstrate that here will be an equal distribution of power and resources after the merger, while listening keenly to the expressed concerns of their colleagues on what they fear that the effect of the merger will be. Listening to the concerns of workers in such a way is likely to remove barriers to implementing further changes in the future of the merged institution. Conclusion Using nurses as leaders to oversee the change necessary in both nursing homes is important because they have credibility with their fellow workers. They have the best ideas on how to successfully implement changes in a way that will increase their estimation by their colleagues as problem solvers. The implementation of a change that is as multi-faceted as a merger is a challenging task that can only be realized through strong transformational leadership exhibited by trusted members from both of the institutions in question. Nursing leaders can easily bridge the divides between the corporate cultures of both nursing homes. They can also encourage colleagues who are not as trusting of the new developments as they are. Moreover, nurse leaders are not the only important factor that ought to be fully involved in overseeing mergers. It is also important for the leaders of both institutions to constantly be present during the changes so as to re-assure the workers that no underhanded activities are taking place. Many times, workers who operate in institutions that merge fear that they might lose their jobs or experience pay cuts. They may also fear that there may be new procedures that are introduced which they are unaware of. The fear of being irrelevant is a pre-dominant concern for all workers in such institutions. This is why it is important, when implementing new changes such as the electronic documentation system, to train all workers together. References Amerson, R. (2011). Making a Case for the Case Study Method. Journal of Nursing Education, 50(8), 427. Herzlinger, R. (2006). Why Innovation In Health Care Is So Hard. Harvard Business Review. Retrieved from http://hbr.org/web/extras/insight-center/health-care/why-innovation-in-health-care-is-so-hard Large, S., McLeod, A., Cunningham, G., & Kitson, A. (2005). A Multiple Case Study Evaluation of the RCN Clinical Leadership Programme in England. Royal College of Nursing, Cavendish. Leadership Skills for Nurses. (2013). Nursing Times. Nursing Times Leadership Supplement. Walker, A. (2006). Case Study: Leading Change across Two Sites- Introduction of a new Documentation System. Nursing Leadership, 19(4), 34-39. Read More