The case talks about the process of Integration of largest Hospital Metropolitan of the Region of Erie with five small hospital and few ancillary services. Following the decision for the integration, Jessica (a former Nurse, a Certified Management accountant and was having a Masters in Health Administration). The Ministry had decided to complete the integration process in 10 months. Jessica had the responsibilities to look after the taskforce design.
Outline of Change Problem
The members along with Jessica must resolve the issue of People management once transition starts. They must choose between the choosing of options for the integration. Currently, there are two options, one is the full integration of the hospitals with the Metropolitan with the Metropolitan running all of them. The other option is to let the individual hospitals run themselves with one nominated member who will the member of the board committee formed in combination of all the parties involved. The management of competition, human resources were some other serious problems which Jessica should take care.
Outline of Diagnostic Model Chosen
Weisbord: Six-Box Model is a framework which had been designed by Marvin Weisbord. It helps in the accessing of the functioning of the organizations (Cameron, 2015). The model has its own way of considering the organizational details. The components of the Six Box model are as follows:
- The first component in Purposes to check the businesses where we are in.
- The second component is the Structure of the work.
- The third component is the Relationship which we need to manage within the people with the technologies
- The fourth component is the rewards or incentives required to keep the things going on
- The fifth component is a good leadership within the organization to steadily balance the activities (Hornstein, 2015).
Discussion of Analysis
The purpose was to improvise the healthcare services being provided to the citizens. The people were facing lot of issues in getting good medical services. The presence of the hospitals was just for name sake. The concept of integration was to bring back life into the existing hospitals. The people of all the hospitals were under first impression that they must go through a lot of changes in their daily schedule. This was correct as integration will require more support (Goetsch , 2014). However, Jessica’s involvement and her way of relationship management helped the team to work efficiently. The ancillary services also managed to get in good synch under Jessica’s leadership.
Overview of Next Steps
Jessica had the responsibility to look after the strategic questions which comes during the integration process. The future steps after integration will be to support for next 1-2 years.
The management of competition, human resources were some other serious problems which Jessica should take care. The future steps after integration will be to support for next 1-2 years. The entire process was tiresome and Jessica had to work for an average of 55-65 hours per week. The time duration was known to her but the tiredness arising out of the work was unbearable. However, she continued with full productivity and tried to finish the job as soon as possible.
Cameron, E. and Green, M., 2015. Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.