Return to “The Merger of Two Competing Hospitals: A Case Study” on pages 406–411 in Introduction to Health Care Management(in upload additional materials). In this case study, the transition team is brought together for a face-to-face retreat to decide how to resolve following issue:
1.Public concerns related to reduced competition following the merger
(Second Page)continue the case study “The Merger of Two Competing Hospitals”
Analysis of potential concerns and strategies for fostering productive communication and effective conflict management among the following:
2.The transition team members’ interactions with direct reports, colleagues, and others with whom they work on a daily basis
Summarize in bullet points and brief explain each
3 references each page(scholar peer reviewed, at least one from the book ” Introduction to Health Care Management” by Sharon B. Buchbinder Nancy H. Shanks (2nd edition)
408 CHAPTER 17 HEALTHCARE MANAGEMENT CASE STUDIES A.‘.’D Guiniaiiris
tl“3C£_?CInl-;;I1lI}’. The following spring. a letter of intent to consolidate was sent from BRVC
to~
‘W ‘“omh$ laftr. an agreement was solidified with the following requirements;
5. “Xhe consolidated hospital would have a new name; and
transitional team
deal with . including the pres ious CEO of PRMC, ould be assembled to
management changes and employee benefit packages.
b Ofh” ‘:°‘l“”‘3mCnts included a new mission statement, a policy that no workers would
6 laid off as a result of the i
merger, and a newly elected 1)-member hospital board
prised of 10 BMRC board members and 5 PMRC members Publi ‘ ‘ csmi
bv board membe ‘ ‘ C meetmgs “”36 Cld
‘rs and h
process. During the mectt_l>‘:p,i;t:itlh:iLdf:i‘ilil:i]istrator; to answer qfiiestions and explain the merger
an ‘ IC Voice concerns t at consolidat’ v 1 i
competition in the area lead’ ‘ ‘ ion “ on d demo”
mg to an increase in healthcare co d
and qualirv lii prelimim _ « sts an a decrease in sen.-icgs
1 . ‘ nr l
l°b Placcnlemv Compensation cbCe::1CcFf[t1ngs[the stafice”P“~‘559d Concerns over senioritv.
i ‘ pac ‘ages.
Leadership
Leadership stvle at BMRC
could be characterized as 1rtic’
governing. As CEO ofBRMC, Pat Hermarpg . . . I _P. ipatiie, autonomous. and self.
that had been deflated bv the mi . ‘. initia Job was to rebuild the executing team
director of ‘ – ‘ I I-emu“ of the outgoln” CEO th
nursing services. and the depart“,-C of h ‘ . ° _ ‘ C 5e“°”5 ‘”0955 Oi (ht
PRMC “Pcrated as a siihsidiarv of VIHC t L “C9 PrC$lClL’nt of human resources
strategic mamgcmcm decisions .L i I i whose corporate office made all policy and
L. – 0VC]‘- eve mana ’ . s
dccisioti-making processes at MHQ Mam 6 gets were not lllghly imolved in the
centralized. Consequently flu m – 8 merit, therefore, was high“ Structured d
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