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Management Strategies for Hospital Mergers, 2006.
A research paper looking at the best management strategies to implement when large corporations merge or acquire small hospitals.
7,216 words (approx. 28.9 pages), 12 sources, MLA, $ 160.95
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Abstract
This paper explains that hospital mergers can only be successful if the employees left to handle the healthcare are productive and that this requires the use of successful management styles. The paper further explains that there are several management theories used in business but some are more productive than others depending upon the type of organization to which they are applied and how they are applied. Finally, the paper examines these theories in an effort to promote a better understanding of the vital role management plays in employee motivation.
Table of Contents
Research
Competition
Privatization
Successful Management Styles
Information Systems
From the Paper
"As early as 1989, the issue of hospital mergers was widely debated, and mergers were taking place at a rapid rate. The overall goal of these mergers was to lower costs while maintaining quality and accessible medical care, using health care cost controls such as voluntary rate setting, the use of professional standards review organizations and state run certificate of need legislation. At that time it was felt that the market approach was working because of the emergence of free standing urgent and ambulatory care centers as a direct response to the requests of consumers and insurers. As of 1986, 40 percent of hospitals in the United States were considering merges."
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Planning and Strategies for Mergers and Acquisitions, 2000.
A look at the overall picture (rather than one particular plan) on how to have successful mergers and acquisitions.
2,026 words (approx. 8.1 pages), 6 sources, $ 64.95
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From the Paper
"There is no one technique for growth and diversification that is universally applicable; in fact, many contrasting philosophies are contradictory and may achieve levels of success due to situation-specific variables. In mergers and acquisitions, the anticipated synergies should benefit both companies in both intangible and measurable aspects, forecasted through strategy and valuation perimeters, so the reasoning behind the move will be sound."
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Victoria Hospital - Mission, Vision, Strategies, 2008.
A case study of the future plans and success of the Victoria Hospital.
774 words (approx. 3.1 pages), 2 sources, APA, $ 27.95
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Abstract
This paper explains that Victoria Hospital is currently undergoing the process of organizational change and that they must highlight their future plans and courses of action. The paper then proceeds to describe how the hospital's vision and mission statement should be developed as well as some of the strategies of operation it should adopt.
Outline:
Victoria Hospital Vision Statement
Mission Statement
Victoria Hospital Strategies
From the Paper
"The mission statement takes on step further and communicates the audience the core competencies and the features on which the organization will base its actions in order to retrieve success. Furthermore, it also points out the main focuses of the organization in reaching their goals. For instance, a basic mission statement for a for-profit organization would be to offer their clients the best products and services and integrate the employees into the corporate culture, while in the same time registering profits. The mission statement is an important tool for communicating corporate objectives and commitment and it is addressed to all stakeholders, such as employees, clients, or patients in the case of Victoria Hospital, business partners or the general audience. The mission statement has to be developed by keeping in mind the corporate values and goals. For the Victoria Hospital, these are: dedicated personnel, the usage of advanced technologies and commitment to preserving and improving patient's health. However due to financial cuts, the management at Victoria Hospital desires to increase their profits, this will not be stated in the mission."
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Stress Management in the Investment Banking Industry, 2001.
An analysis of change management and strategies that deal with possible emergence of stress as a result of organizational change.
9,240 words (approx. 37.0 pages), 49 sources, $ 191.95
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Abstract
This paper examines certain workplace issues of satisfaction, including job security, fair wage and salary levels, equitable distribution of benefits, training and career enhancement opportunities that integrate to create an environment that fosters both motivation and high performance and attempts through that to maximize productivity. The purpose of this research is to review the psychology behind the factors that contribute to employee stress as a result of organizational change, environmental and economic factors. The author attempts to analyze these concepts and examine how they contribute to worker's stress levels, thereby revealing the type of training and coping skills that organization's can attempt to provide. This paper addresses this problem specifically in the investment banking industry, with reference to the firm of Goldman Sachs. The author looks at the the financial services industry that has been characterized by ongoing and ever-increasing merger and acquisition activity and expansion with focus on change in technology, organizational settings, workforce and management. The author investigates how these changes may effect employee anxiety and stress levels with focus on the causes of stress and their possible psychological and physiological effects. The author provides recommendations as to how to achieve economies of scale and efficiencies through innovation and welcoming of change that is planned and appropriately dealt with and how to deal with the possible stress that may emerge through training, leadership, support, work teams, increased employee decision making and involvement, communication, change in reward systems and enforcement of a culture of change, innovation and challenge.
From the Paper
"While the profitability of corporations is typically measured in dollars, overall success can be measured in terms of profitability plus the attainment of organizational goals. This success derives from a synergy of inputs, including the work of employees who are dedicated, skilled and knowledgeable, and a management team that understands how to inspire competent and motivated performance through sensitive and responsive management of a continually changing workplace. The cost of socially-responsible management is an investment: the workplace environment directly impacts the motivation and productivity of the workforce. Simply put: happy, secure workers are productive workers. Companies are responsible for creating and maintaining a positive and supportive workplace environment through ethically responsible policies, fair compensation and proactive management. While not quantifiable as a line item, an attitude of responsibility to workers and to the workplace environment has a noticeable effect on the corporate bottom line. According to Alan Reder in his book In Pursuit of Principle and Profit (1994), responsible policies ensure that every quality of a company will emerge over time and greatly increase a company?s chances of long-term success. Workplace issues of employee satisfaction include job security, fair wage and salary levels, equitable distribution of benefits, training and career enhancement opportunities that integrate to create an environment that fosters motivation, high performance and maximized productivity."
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Information Management for UCLA Neuropsychiatric Hospital, 2002.
This paper develops a knowledge management strategy for the UCLA Neuropsychiatric Hospital to be implemented by the hospital IMS department.
1,785 words (approx. 7.1 pages), 14 sources, APA, $ 57.95
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Abstract
This paper states that knowledge management involves the management of data in a way that transforms data into useful knowledge. This paper declares that almost all of the information developed by a hospital organization will relate in some way to specific patients. The author provides tables which illustrate the recommended logical and designs for the information system to support the knowledge management strategy for the UCLA Neuropsychiatric Hospital.
Table of Contents
Introduction
Developing a Knowledge Management Strategy
Designing the Knowledge Management Strategy
Information Requirements
Designing the Information Technology Support System
Implementing the Knowledge Management Strategy
Evaluating the Proposed Knowledge Management Strategy
From the Paper
"The soft systems analysis framework will provide the basis for the implementation of the knowledge management strategy for the UCLA Neuropsychiatric Hospital. This framework has nine stages. The stages of the implementation will be as follows: (1) systems analysis, (2) systems design, (3) equipment selection and acquisition, (4) programming, (5) testing and conversion, (6) installation, (7) operation, (8) maintenance and enhancement, and (9) follow up evaluation. The basis for soft systems analysis framework is a standard approach to problem solving."
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Mergers and Acquisitions, 2008.
An analysis of the challenges that face executive management regarding diverse cultures and product life cycles during mergers and acquisitions.
1,059 words (approx. 4.2 pages), 6 sources, MLA, $ 37.95
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Abstract
This paper discusses the importance of knowing where an organization's products are in terms of life cycles prior to merging organizations, either through a merger or acquisition. It focuses particularly on merger's within the information and technology industry. The paper discusses the diverse cultures and products at opposing phases of the product life cycle and the challenges these present for executive management regarding organizational theory and complexity.
Table of Contents:
Product Life Cycles and M&A
Organizational Complexities
Strategic Leadership
Conclusion
From the Paper
"Contemporary organizational theory addresses this complex demand on corporate management through the development of a management structure designed to strategically operate in a globally integrated environment with diminished physical, spatial, or chronological boundaries: "First, that "global competence" can be defined in terms of developmental dimensions. Second, that, once defined, these dimensions can be developed through global experience"(Caliguri & Di Santo, par.3). Organizations essentially rely on corporate leadership not only to establish and perpetuate organizational culture but to also strategically lead the organization in an increasingly complex environment where incorporating external cultures has become the norm rather than the periodic exception. One imperative for leadership to ensure that combined organizational cultures is smoothly accomplished the tendency for salaried employees to leave the organization if they perceive it becoming something they are unaccustomed to or worse, completely disliking."
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Mergers and Acquisitions, 2004.
A discussion of how seemingly sound mergers and acquisitions (M&A) strategies and financially lucrative deals can be unsuccessful if not properly handled.
2,210 words (approx. 8.8 pages), 10 sources, MLA, $ 68.95
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Abstract
This paper examines how, although many companies have experienced enormous success in the arena of mergers and acquisitions (M&A), recent empirical studies suggest that, throughout the past three decades, the majority of M&A deals did not deliver what was expected, nor did the companies involved do as well as peer companies that steered clear of M&A. It explores why M&A deals go awry by looking at how performance measures might be used to judge the effectiveness of mergers and takeovers.
From the Paper
"A recent study by the Boston Consulting Group (BCG) tracked companies' performance over a 10-year period from 1992 to 2002 (Hahn, 2004). The results showed that M&As are frequently successful in the long run, despite research that says that they are more likely to fail. The consulting group even lists Time Warner among the successful companies, even though the company's stock plummeted after merging with America Online Inc. and the company a nearly $50 billion write-down on the deal in 2003. Over the 10-year period of the study, however, BCG calculates that Time Warner had an annualized total return to shareholders of 68.8 percent."
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Mergers and Acquisitions, 2006.
This paper explains that, among the various ways to get business financing, mergers and acquisitions (M&A) have emerged in recent years as one of the most popular strategies for business growth.
1,600 words (approx. 6.4 pages), 8 sources, APA, $ 52.95
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Abstract
This paper states that a merge is recognized as a mutual decision between two companies to combine into a single legal entity; whereas, an acquisition is a purchase of a smaller company by a much larger one again resulting in one entity. The author points out that, if, in an M&A, especially in the technological area, the integrated firm has a larger knowledge base compared to the acquiring firm and if the acquired knowledge is not integrated quickly and functionally, then this situation can have a negative impact on the acquirer's innovative performance. The paper concludes that, with increased globalization, continued growth in cross-border M&As can be successful as long as the firms take into consideration the sensitive cultural and economic values involved. The paper includes two color graphs.
Table of Contents:
Introduction
Mergers and Acquisitions
The Rationale behind Mergers and Acquisitions
Post-M&A Performances of Technological and Non-Technological M&As
Cross-border M&As
Conclusion
From the Paper
"Taking as an example the utility industries in the USA and Europe, according to James Hendrickson, a partner in the utility industry group known as Adventure, M&A is seen as a vehicle to create value. It is one of the main strategies adopted by most utility companies to consolidate the balance sheet and enhance financial performance. Hendrickson has also remarked that this strategy is used to increase presence in selected markets and to reduce operating costs by taking possession of specific assets. The author points out that M&A is a valid strategy to improve the difference between the market price of electricity and its cost of production (spark spread) and to level the portfolio with the purpose of controlling the fluctuation of operating costs."
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Mega-Mergers, 2004.
An extensive analysis on the merger and acquisition phenomenon in the financial services industry.
7,864 words (approx. 31.5 pages), 37 sources, MLA, $ 170.95
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Abstract
This study, while focusing on mega-mergers, examines the merger and acquisition phenomenon and proposes an explanation for the same. This research evaluates why stakeholders support mergers when the post mortem data suggest that most mergers are failures. Where applicable, the paper points to other industries that have parallel issues to the financial industry but the financial services industry seems to be ahead in the merger mania.
Table of Contents
CHAPTER ONE - Introduction
Statement of the Problem
Hypotheses
Purpose of the Study
CHAPTER TWO - Literature Review
Mergers on the Rise
Is There Actually a Problem?
Why We Undertake Mergers
Globalization
Deregulation
Technological Changes
Scale Economies
Mega-Mergers
Bank Mergers and Acquisitions
What Can Make Mergers Fail
What Happens When Mergers Fail
Definition of Terms
CHAPTER THREE - Methodology
Data Gathering Method
Limitations and Validity Issues
Validity of Data
Originality and Limitation of Data
References
From the Paper
"For various reasons, continuous growth is esteemed a desirable goal by company decision-makers. It seems to be very nearly a universal law that biological life begins to end when an organism's period of growth ends; it's all downhill from there. It follows that continuous growth will ensure a firm's eternal life. In other words, no firm can succumb to countervailing forces if it is always growing. Whether this is actually true is debatable; however, it seems true, and this is what makes it an important motivator for management. Growth itself can be undertaken not only for its own sake (the company should always be growing, no matter what) but also to solve certain business problems."
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Community Hospital Case Study, 2006.
A case study assessing the financial viability of a community hospital.
2,839 words (approx. 11.4 pages), 5 sources, MLA, $ 84.95
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Abstract
This paper presents a financial analysis of a small community hospital that is facing a financial crunch in the near future. The paper describes the hospital's financial problems, the causes of those problems and what measures need to be taken in order to get the hospital back on track. In assessing these measures, the paper also outlines what the short-term and long-term goals of the hospital need to be and describes a strategy for implementing those goals.
Table of Contents
The Facts
The Pointers
Getting the Hospital on Track
Short-term Goals
Long-term Goals
Detailed Implementation Strategy
From the Paper
"The Community Hospital in the present case study saw its beginnings during the mid-1800s and has come a long way since then serving a population of nearly 13,000 inhabitants. Its location from the nearest large city is 15 miles which itself has four major hospitals and 40 miles from the state capital with more medical conveniences. Apart from that, the Hospital also caters to the medical needs of five very small and nearby rural towns with a net total population which is estimated to be 35,000 inhabitants. It continues to be a general hospital since inception because of the presence of many large hospitals in its vicinity. Although the hospital has good doctors in attendance, majority of them have grown old in their profession and as such the Hospital will be facing a severe shortage of doctors 10-15 years down the line. The Hospital is facing a crunch on the financial front as the minimum occupancy rates have fallen well below the break-even point needed for the Hospital to stay afloat."
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Competitive Strategies, 2007.
This paper analyzes the competitive strategies of Nike and New Balance.
3,260 words (approx. 13.0 pages), 13 sources, MLA, $ 93.95
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Abstract
This paper critically examines the current competitive strategies of Nike and New Balance and analyzes whether an organization can simultaneously follow a cost leadership strategy and a differentiation strategy. The paper compares the various approaches used in both organizations in light of the five generic competitive strategies as laid out by Michael Porter. The paper concludes that Nike and New Balance cannot implement both a cost-leadership strategy and a differentiation strategy in each of their businesses. The paper relates that under Porter's analysis, both companies will continue to be successful in the future.
Outline:
Introduction
Brief Overview of Nike
Brief Overview of New Balance
Competitive Forces Model (Porter)
Entry of Competitors
Threat of Substitutes
Bargaining Power of Buyers and Suppliers
Cost Leadership Strategies and Differentiation Strategies as Competitors
Differentiation Strategy
Conclusion
From the Paper
"In the past few years, competition among organizations that manufacture and sell athletic apparel and athletic shoes has dramatically increased. As a result, competitive strategies have emerged as key factors in determining the long- term success or ultimate failure of such organizations. Two large rival companies that have demonstrated extreme success as well as periods of instability and weak sales are Nike and New Balance. An analysis and comparison of their cost leadership strategy and differentiation strategies provides a clearer picture of what types of competitive strategies are essential for an organization to survive in today's cut-throat economy."
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Public Hospitals, 2004.
Suggests strategies that would make public hospitals function more effectively.
1,902 words (approx. 7.6 pages), 10 sources, APA, $ 60.95
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Abstract
This paper looks at the technological, financial, and services challenges public hospitals are facing and offers strategies that would help them meet these challenges while still providing health care that is results-oriented, service-oriented, and competent. The paper offers suggestions for investing in infrastructure and strategies for augmenting emergency medical care and health care delivery systems. The paper also offers strategies for funding human resources, manging stake holders, and improving the politics of public hospitals.
From the Paper
"The functions of public health care hospitals are becoming more and more complicated: medical technologies permit the stipulation of services at diverse levels of care; chronic patients need care, health promotion, as well as treatment services in manifold locations over a period of time; as well as economic issues compels for well-organized stipulation of services. These events appeal for a cautious management of services, teamwork of service providers and participation of patients."
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Mergers and Acquisitions, 2002.
Examines how cultural differences affect the success of business mergers.
7,452 words (approx. 29.8 pages), 23 sources, APA, $ 164.95
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Abstract
Many mergers fail to integrate cultural differences successfully in today's global economy. This paper examines what can be done to help them succeed. It shows that one of the most neglected aspects of planning mergers and acquisitions, and one of the leading causes of their failure or success is the performance or neglect of cultural due diligence. The paper shows that Microsoft and Great Plains Software, and Cisco?s merger with Cerent are examples of what to do right when merging two companies. It discusses how successful mergers employ specific and detailed approaches for pre-merger planning, which include methods for communication of vision, changes and purpose, involvement of employees, establishment of strategy, leadership, due diligence and potential process and system conflict.
Paper Outline:
Executive Summary; Introduction; Microsoft Acquires Great Plains Software; About Microsoft; About Great Plains Software; Combined Strategy; Culture Integration; Communication; About AOL and Time Warner; Recommendations; Cisco Corporation Acquires Cerent Communication; The Cisco strategy; Due Diligence ? Pre Merger Phase; Culture Perspective; Communication; Leadership; System Conflicts; Process Conflicts and Staffing Issues; Quality and Continuous Improvement; Recommendations and Observations; Future Acquisitions; Hewlett Packard and Compaq Merger; The Values of the New HP; Due Diligence Phase; Recommendations and Observations; What HP/Compaq could have done differently; Conclusion; References
From the Paper
"Companies who have experienced successful mergers have found that integration of corporate cultures in an M & A environment includes the establishment of the strategic direction of the merged entities, developing a shared vision, careful scrutiny of management styles, communication to employees, suppliers, customers and shareholders, and identifying and resolving important cultural differences early and having a plan to integrate the cultures (Miller, 2002). The communication of the rationale behind the decisions, future goals and objectives, new roles and responsibilities, and managerial expectations through constructive dialogue and feedback, are vital to build trust and ensure credible leadership. In fact, this communication is more important in the period leading up to and following closure of a deal. The more dissimilar the cultures, the greater the cultural shock, particularly if the M & A was not voluntarily chosen."
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Faith Community Hospital, 2004.
This paper is a case study about Faith Community Hospital, a not-for-profit health care services organization, which is facing major challenges.
1,855 words (approx. 7.4 pages), 2 sources, APA, $ 59.95
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Abstract
The paper explains that some of the critical issues facing Faith Community Hospital, which the hospital needs to address, are basic financial problems; the conflict between the organization?s spiritual heritage and values and the ethics of the medical profession; non-compliance with government, managed care, insurance regulations, and non-adherence to hospital operational policies. The author points out that Faith Community Hospital has an organizational management problem, which needs to be thoroughly analyzed rather than tyring to solve the various problems piecemeal. The paper states that, although the mission statement of Faith Community Hospital implies a broad goal of promoting the health and well-being of the people it serves within a framework of spiritual values, it can be inferred that the organization suffers from an absence of clear-cut policies and goals that are specific, measurable, targeted, and time-specific.
Table of Contents
Introduction
Identifying the Key Issues
Organizational Mission, Culture and Processes
Organizational Goals
Defining the Problem
The Mission Statement
The Absence of Clearly Defined Organizational Goals
Alternative Strategies
Alternative 1
Alternative 2
Recommendation
Conclusion
Appendix 1: Affinity Diagram
Appendix 2: Fishbone Diagram
From the Paper
"The mission statement plays a critical role in setting direction and laying the foundation for the culture and goals of any organization. Indeed, this is clearly expressed in Hyrum Smith?s model of instructive goal setting, which is commonly referred to as Smith?s ?Success Triangle.? This model places an organization?s governing values at the base of the goal setting process and recommends that goals must be linked to specific governing values in order to be meaningful and to help the organization achieve its mission (Parker, 2003). The mission statement of Faith Community Hospital appears to adhere to the strategic principles inherent in Smith?s ?Success Triangle? to the extent that it clearly emphasizes the organization?s commitment to promoting the health and well-being of the people in the communities it serves, using its spiritual heritage and values as the foundation. However, since spiritual values can vary vastly across religions and individual beliefs, Faith?s mission statement has led to broad individual interpretations that have, in turn, led to an organizational culture, which allows too much leeway for individual decision-making. This is evident in the anecdotal cases cited by the CEO of doctors independently deciding to either treat patients pro bono or insisting on insurance coverage prior to commencement of treatment; the pharmacist filling prescriptions for uninsured patients; and the inconsistency in adhering to hospital policy in areas such as ?Do Not Resuscitate? (DNR) decisions."
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Mergers and Acquisitions, 2005.
This paper explores the issue of mergers and acquisitions as related to Berkshire Hathaway in terms of financial strategy, corporate governance and ethical issues.
1,430 words (approx. 5.7 pages), 4 sources, APA, $ 47.95
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Abstract
This paper explains that firms like the holding company Berkshire Hathaway often seek to acquire other companies rather than build a separate business from the ground up. The author points out that mergers and acquisitions are concerned primarily with long-term growth because the process of acquiring another firm is often capital intensive. The paper relates that other reasons for acquisitions are a desire for synergistic effects, increased revenue or market share, cross selling, economies of scale and tax benefits. The paper relates that, by acquiring significant portions of companies from varying industries, the holding company Berkshire Hathaway has become one of the largest firms in the country, the most expensive security on the New York Stock Exchange and one of the largest conglomerates in the history of business.
Table of Contents:
Acquisitions
Financial Strategy
Corporate Governance and Ethical Issues
Financial Situation Prior to Acquisition
Financial Situation after Acquisition
Successful or Not
Conclusion
From the Paper
"When one firm is acquired by another, there are some predictable short-term effects on the acquiring firm's stock price. Though not always true, typically the acquiring firm's stock price will fall; whereas the target company's stock price will rise. An explanation for the acquirer's drop in stock price is the fact that a premium is usually paid for the target firm's stock. Without a premium above the market rate, there is little incentive for shareholders to part with their holdings. The same reason applies to why the stock price of the target firm increases--a premium is being offered."
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