Keyword Search:
Merging Organizations
Communication Merging Organizations
Merging Organizations Communication Challenges
Non-profit Merging
Reasons to merge nonprofit
Group challenges organizational merge
Lessons learned organization merge
Results that relate
*Next steps* continue to read documents in depth to explore common themes centered around challenges, reasons to merge so that it can be communicated effectively, and successful practice in regards to the internal communication during the transition of merging.
*Next steps* continue to read documents in depth to explore common themes centered around challenges, reasons to merge so that it can be communicated effectively, and successful practice in regards to the internal communication during the transition of merging.
Identity Struggles in Merging Organizations: Renegotiating the Sameness–Difference Dialectic.
How do people collectively reconstitute their group identities for themselves and others, and in particular, how do they renegotiate understandings of sameness and difference called into question by merging?
identity struggles of 4 groups of employeessources for self-understanding and affiliation. The authors show how identity regulation and identity work manifest themselves in three domains of language, practices and space, and how identity regulation and identity work mutually interact. Thus, the negotiation of identity in merging is a dialectic process in which managerial identity regulation aimed at enhancing convergence across groups may be undermined both by groups’ attempts to reestablish differences and by a countervailing managerial need to accommodate (and thus sustain) differences in order to enable groups to locate themselves in the emerging entity.
Bridging Two Worlds:: Using Knowledge Management Theory to Understand the Merging of Two Non-Profit Organizations.
Results reflect that one of the original organisations began as a non-profit medical provider with formal culture and communication patterns; the other a grass-roots social service agency with informal structure and communication patterns. Lessons learned included the need for good documentation of all work processes, an external facilitator, and the need for transparency and collaboration between all constituents. [
Ideological positioning in organizational change: The dialectic of control in a merging organization
Presents a case study of a merging utility company which examines organizational members' discursive responses to the contradictions evolving in the condition of merger. Structuration theory; Positioning of members as function of the dialectic of control; Reproduction of organizational structures that enhance or inhibit autonomy, identification, empowerment and change.
REA Group drives employee collaboration for business success.
The article presents a case study of how REA Group Ltd. has supported and encouraged innovation and collaboration among its employees toward profitable growth and business success. It says that an internal communication strategy was created to support the delivery of the company communication strategy aimed at merging the wiki and intranet. It says that the social intranet become an essential tool for the delivery of innovation and collaboration-based business model and strategy.
Managing up, over, and across.
The challenges of managing up in a merging organization that is structured as a matrix and provides services to others in a network organization are described. Managing up in the merging organization, which may be characterized by instability, jockeying for position, conflicts of organizational cultures,
inconsistent or conflicting policies, and a lack of vision, calls for the development of relationships, support for the merger, a focus on pharmaceutical care, and consideration of all factions. Managers are advised to be aware of shifts of power and to focus on issues rather than people when forced to take a "side." Identifying bosses, keeping multiple bosses satisfied, and avoiding upper-level politics are challenges posed by managing over in the matrix organization. Recommended strategies include communicating with and understanding each boss, developing relationships, and keeping the goals and visions of the organization in mind. Managers in a matrix organization should remember to whom they ultimately report and should be honest with their primary boss about conflicts. Managing across may be complicated by differences in the objectives of network institutions, the customer-based relationship among these institutions, and the need for a vision that clearly recognizes mutual responsibilities. Establishing a relationship that benefits both institutions, tailoring services to institutions, specifying the services to be provided in a contract, developing relationships, and checking regularly on the quality of services are among the strategies for managing across. Services should not merely be transplanted from one institution to another, and relationships that are not mutually beneficial should be re-evaluated. Specific challenges, strategies, and cautions are associated with managing up in amerging organization, over in a matrix organization, and across in a networkorganization, but success in any of these situations requires vision, a strong team, influence, a strong network of relationships, effective communication, the ability to focus on goals, and a history of delivering on promises.
Building Blocks for a Successful Merger
The article offers suggestions on successful merging plans for non-profit organizations. It states that the organizations should create a team in which volunteers will deal with the problems associated with the merger and then they should communicate the advantages and disadvantages of the merging plan. It further states that team members should work together in order to develop a plan that includes an outline of the combined governance structure of two merging organizations.
Merging Nonprofit Organizations: Analysis of a Case Study
This article presents a case study of merging among nonprofit organizations that provide social and community services. The study sheds light on the dynamics and problems of merging nonprofit organizations, whose espoused ideology focuses on promoting the well-being of their clients. The author describes and analyzes a merger in metropolitan Jerusalem, Israel, and highlights the potential problems that may ultimately undermine its success. This merger is the outcome of an ongoing power and political struggle. The analysis focuses on the organizational ideologies and culture as well as the strategies and structure of the merging organizations. In addition, the author deals with the underlying motives for merging, the driving and restraining forces, and the implications of merging nonprofit community services organizations with other social and human services organizations.
The Urge to Merge: A Multiple-Case Study
The authors undertook a comparative study of three recent mergers of nonprofit organizations in a Midwestern urban center, within the context of political-economy theory. The research explored the impact of the same environmental factor, managed care, on the initial decisions by organizational leaders and the effects of these early decisions on subsequent actions taken to implement the merger. The study tested the authors' model of the motivations for merging, which proposes that the relationship between the decision-making style of the leadership and the internal and external resources of the prospective partners determines whether the merger is driven primarily by mission, practicality, stability, or fear. Although the findings provide initial support for the hypotheses derived from the model, a demonstration of the differences in the approach to the merger by each organization indicated that other factors emerged as important driving forces during the various phases of the process.
Organizational Changes Among CDCs: Assessing the Impacts and Navigating the Challenges.
This article focuses on how CDC failures, downsizings, and mergers affect individuals and communities served; how the work of CDCs can be supported by their local community; and how CDCs and their support community can anticipate and prepare for the possibility that some organizations in their area may need to dramatically change their operations. The final section explores how, if change is inevitable or desirable, CDCs can best navigate and steer the process. [ABSTRACT FROM AUTHOR]
Combine & conquer. Lessons learned from a Minnesota merger.
Despite the fact that the doctors at Park Nicollet Clinic brought in most of the patients at Methodist Health System's hospital, their alliance was tentative. So when the medical group decided to build a facility in order to compete with Methodist, anything could have happened. Health care organizations poised to merge can learn from their tale.
Highlights of a GAO Forum: Mergers and Transformation: Lessons Learned for a Department of Homeland Security and Other Federal Agencies: GAO-03-293SP.
are a number of key practices that have consistently been found at the center of successful mergers, acquisitions, and transformations and can serve as a basis for subsequent consideration as federal agencies seek to transform their cultures in response to governance challenges. These practices to (1) ensure top leadership drives the transformation, (2) establish a coherent mission and integrated strategic goals to guide the transformation, (3) focus on a key set of principles and priorities at the outset of the transformation, (4) set implementation goals and a timeline to build momentum and show progress from day one, (5) dedicate an implementation team to manage the transformation process, (6) use the performance management system to define responsibility and assure accountability for change, (7) establish a communication strategy to create shared expectations and report related progress, (8) involve employees to obtain their ideas and gain their ownership for the transformation, and (9) build a world-class organization.
Results-Oriented Cultures: Implementation Steps to Assist Mergers and Organizational Transformations: GAO-03-669.
The key to a successful merger and transformation is to recognize the "people" element and implement strategies to help individuals maximize their full potential in the new organization, while simultaneously managing the risk of reduced productivity and effectiveness that often occurs as a result of the changes. Building on the lessons learned from the experiences of large private and public sector organizations, these key practices and implementation steps can help agencies transform their cultures so that they can be more results oriented, customer focused, and collaborative in nature.
The merger that wasn't: lessons for senior administrators
A turbulent health care environment has prompted some hospitals to consider integrating services and in some cases merge entirely. Fundamental lessons may be learned by studying how an attempted merger between Women's College Hospital and The Toronto Hospital in Toronto failed--despite board and senior executive support. Clarity of purpose, involvement of essential external and internal stakeholders, rational analysis, ideological fit and political expediency are a few key elements to consider. Once initiated, changes of this magnitude may take on a life of their own with often unpredictable results.
