We saw how assimilation theory could result as Hope Medical Center was completely engulfed by the larger hospital. However, what would Schein's (1992) three levels of culture look like for a completely new culture between 2 equals? What would be the beneficial artifacts, values, and basic assumptions to take from each member?
Post your response here.
Post your response here.
Artifacts: will use Hope artifacts where you create friendly environment for employees and treat them well, so they love the work, even give them a part in making decision in the hospital
ReplyDeleteValues: will take GVHE values in does the work correctly and fast, also they give good service for the customers and serve them well and gain more profits by getting more customers.
Assumption: the assumption of the hospital will contain 2 things: provide a good environment for the employees in the hospital and gain good reputation for the hospital for the hospital also provide good services to get a high profit
The familylike atmosphere similar to Hope’s is very important for an organization to run smoothly. I believe that a businesslike atmosphere like GVHA would be very intense and it won’t motivate employees or even encourage them in moving forward. Moreover, wearing a formal uniform is a must for some organizations and companies, however; uniforms do not measure the quality of work. The dress code in Hope is much better than the formal uniforms in GVHA. The communication in Hope was way better than GVHA. GVHA made many changes in the hospital without informing Hope and it led to many problems. In Hope they used to make decisions as a team where everyone knew about it. In Hope all employees knew each other by first name unlike GVHA where they barely knew each other. Relationships are important for an organization to run evenly, Hope had better form of address than GVHA. On the other hand, GVHA had better values than Hope. GVHA works faster and responds to any problems they face. They certainly know how to earn money unlike Hope. Finally GVHA’s assumptions are better because they think about the future and how to stabilize their business. There aim is not only to satisfy customers but also to gain profit.
ReplyDeleteTo sum up, with Hope’s artifacts, and GVHA’s values and assumptions the merger will survive.
If Hope and GVHA were Human and we marry them together...!
ReplyDeleteHope will be the wife, and GVHA is the husband, why?!
Hope need the fanatical support and GVHA has the money..
Who has the money have the power to control.
What would be the beneficial artifacts, values, and basic assumptions to take from each member?
- Artifacts, is it means sources? It the sources that means Hope has it.
- Values, as a wife Hope has it because they have better blending with the community culture, which is GVHA focusing more on money side of the deal.
- Basic assumptions, they have to mediate with what each to create better solutions to survive together, if they didn’t agree that will be over for Hope.
at the end, it is all about mediation!!
Hope’s environment or atmosphere “familylike and friendly” where all of the doctors, nurses and staff knew each other by their first name, this will help in motivating and including them in decision making this will also help in making them like their job and always try their best, rather than being formal with each other as GVHA’s.
ReplyDeleteHope’s employees are much better in communicating with each other “better communication skills”, as they are working together in making decisions. On the other hand, GVHA staff barely knew each other, and made different changes without asking or including any of Hope’s staff in this decision, this situation proofed that GVHA staff’s communication skills isn’t as good as Hope’s.
However, GVHA works better in planning for future, responding to the problems they are facing, gaining profit and satisfying their patients.
Perhaps if the merging organization's were equal, there wouldn't have been any conflict to begin with. However, here's what i picture Schein's three levels of culture would be like if it was implemented to the partnership:
ReplyDelete-Artifacts, both organizations would reach an agreement beforehand and systematize both of the organization's system.
-Values, they would equalize their values depending on each organizations strong points, thus reaching employee and customer satisfaction.
-Assumptions, in order to avoid any conflicts, they would first analyze what the organization members picture the merger to be like. And then generate a coherent blueprint for how the organization should operate.
If the merging process could be done equally between HOPE & GVHC hospital, below are the three expected levels of cultures & how they would look like for a completely mutual beneficial culture :
ReplyDeleteArtifact: Dress Code system: GVHC can still have their strict rules on dress code of wearing uniforms for the hospital employees, yet HOPE could be satisfied through having their “Beacon of Hope” care logos and messages of caregivers values embodied or painted on the uniform, and at the same time have the scrubs in purple and red colors to match the identity of GVHA.
Website compromised banner: a new banner can be developed that has key Beacon elements of HOPE & its values carried at the hospital culture, yet the other Hospital can have their commercial wise messages all combined together in the banner. A sample would look like: “ We don’t only care about the number of patients we cure, we also care about the quality of cure”. Or” We are the Beacon of care, we are the most effective & productive hospital”.
Integrated logo: A new logo needs to be designed, that combines the identity of both hospitals, such as a logo that could have the Beacon previous logo tightened up together through two hands with the Red and Purple logo of GVHC.
Physical feature: the new developed mission and vision should be replaced in all the patients room frames, as well as sell all the gifts in the hospital gifts with the new logo. The work environment could be changed into open floor map with half long dividers only, to spread the friendly and family like environment, and at the same time have some work privacy through those dividers in which it satisfy GVHA usual business like environment.
Values: Values that could be carried among the new combined hospital could revolve around caregivers, providing a compassionate hospital with professional yet friendly heath services. (We are the doctors but we are your family as well). Employees can still stick to their usual flexibility and casualty in delivering work, but they will need to balance this to make it quite formal and look professional, work faster and solve issues, as GVHC desires.
Assimilations: Employees will handle issues through putting a balanced focus on fund raising in the hospital as per HOPE aspiration; yet at the same time provide the most professional and active cure services as per GVHC goals.
In double interacts situations; employees will be informed by GVHC on every issue that relates to them through emails, or workshops that could provide best solutions or trainings. This will lead to spread the spirit of belongingness back again to HOPE employees, and never make them feel neglected by the new joiners. The new merged hospital will go through the stage of transforming from outsiders into insiders in the hospital’s new culture, and it needs to be adapted positively from both parties in order to survive and flourish.
We can combine both organizations under one culture equally and more productively by the following:
ReplyDeleteThe main objective behind the partnership is to aid Hope financial status but at the same time we can take the best advantages from both hospitals to make a stronger image, more effective, efficient, and friendly environment.
The internal systematic structure of GVHA is efficient and organized. They can help as much patients as they can based on scheduling upon need. They use technology for communication by formal e-mails and hospital branding through the website. GVHA has huge capabilities that can be helpful for both partners owning their own facilities with GVHA financial aid and emerging their identities in the market through using social media and mass media as well as providing an Internet network in their hospitals for the visitors and patients.
At the same time the partners can embrace the concept of Hope, which is “The Beacon of Hope” to establish motivation amongst employees and inspire them to be caregivers and creative. This approach can be considered as an internal campaign as it is, but they can introduce and expand it to GHAV body by doing introduction sessions and distributing campaign-branding materials across the hospitals. It will help in building a united staff body where they work for one concept. Not to forget, adapting Hop’s strategy in setting break timings to help employees socialize in their free time to become more familiar to each other.
Concerning the dress code, the staff can dress formally for the whole week with white lab coats and dress causally on Fridays wearing Beacon’s t-shirts for example.
Both hospitals can combine and produce one board of directors that can make extreme decisions by consulting Hope’s CEO and GVHA as well. Opinions from any party that will influence the way the hospitals function or employees have to be introduced for both partners and consulted with numbers of senior employees to see the majority’s decision, which can create balance in management and make the staff feel considered. Another idea for decision-making is distributing surveys at the information desk to visitors and patients across all hospitals to know their concern and be able to enhance hospitals functioning according to their needs and interests.
If Hope Medical Centre and GVHA had a meeting and agreed on equal rights the 3 levels of culture by Schien would be in artifacts, values and assumptions.
ReplyDeleteArtifacts: Firstly the dress code behavior could have both logos of "The Beacon" and GVHA on the lab coats and scrubs in order to be fair to make it obvious how both brands have an input in the organizational culture. Secondly, the forms of address is another artifact behavior as it should remain as a family-like atmosphere where employees call each other with their first names before ther merger happened. Business can be also successful with a friendly enviroment that won't affect the financial issues.
Values: Hope's values was in its mission statement which was affective and influencing and initiated by Stella who works at the community relations department and formalized by an order of Mathlide the director of the department. It represented shared beliefs about how things ought to happen and succeeded in transferring this into Hoper’s staff by its authentic environment and reaching the level of its everyday practice. Thus, in my opinion, the values should remain also the same because it supports the friendly enviroment. Nonetheless, in order to include GVHA more their mission statement could be also merged with Hope's mission statement and can be applied to the daily life at the hospital. it can be a mix of friendly business.
Assumptions: Hope’s mission statement gave substantial impact on the organizational life. Since the purpose was to inspire Hope’s community to be truly exceptional givers, it affected the view points of the employees hold about the world from the care perspective and made them proud for what it stood for. However, GVHA's assumptions is better since it focused on how to raise money more so it would work for Hope's case and crisis.
Artifacts
ReplyDelete- Architecture: Adjusting the logos of both parties, on the banner, together equally or in a way that illustrates the role of each party (Example: TWAM HOSPITAL in corporation with JOHNS HOPKINS). Also, making a new theme that represents both parties through the interior design and decoration.
- Technology: Making the adjustments for the logos and the hyperlinks as well in the website. They can divide the website into two different sections representing the functions of both. Also, they can add a special page that illustrates the goals of such partnership and highlights the mission statements, which will be discussed below.
- Dress: The lap coats and the other formal attires should have both logos, the same way as represented on the banner and website.
- Forms of Address: Doctors must be called by their professional position all the time. The higher management such as the CEO and his fellows must preserve their address as well and the rest of the staff can be informal in this part as it won’t make a difference for a family-like team who meets in a daily base.
- Decision-making style: Decision-making must be made professionally by the approval of the managements of both parties, as they are involved in the least important details. This includes all the facilities, supplements, developments, changes and unique cases such as moving staff from one branch to another, whever necessary.
- Communication patterns: As it’s a healthcare sector, usually members sacrifice almost all their time in treating people and organizing the hospital. Thus the communication patter would rather be, preferably, informal, friendly and genuine. This would minimize the pressure between the members themselves and the members and their patients, as it would help in creating a more comfortable environment.
Values:
- The satisfaction and comfort of patients is a priority for both parties.
- Offering the best treatment from all aspects.
- Giving the best they can to maintain the highest level of care and accuracy.
Assumptions:
- Holding activities and starting campaigns such as “ The Beacon” that helps raising awareness and educating patients as well as raising hope in some cases.
- Holding workshops in personal interaction and professionalism to strengthen the relation between both parties.
- Arranging schedules of shifting staff members whenever necessary and preparing them through seminars that embrace and encourage such changes in term of the society needs.
By combining the strong aspects of both cultures, Hope Medical Center would work at an efficient level. Hope was an excellent hospital to begin with, except for its lack of financial support. Although they got the financial aid that they were looking for, Hope wasn’t as efficient as it was before and in the mean time they lost the artifacts and values of what made them who they really were.
ReplyDeleteIf we take Hope’s best aspects such as its friendly environment, family like relationships with the staff, and its overall caregiving attitude that is known between the staff, and then combining it with GVHA’s professionalism and networking skills such as their habit of emailing the staff about updates within the hospital then yes, Hope would survive.
In order for both hospitals to be 2 equals: -
ReplyDeleteArtifacts:
- HOPE: They should let go of their Beacon logo and informal clothing; on the other hand they can create a tag that can be hanged on their lab coats.
- GVHA: They should treat each other with a familylike atmosphere like Hopes’ employees usually do, knowing each other by the first name and all. They should make decisions as a team.
Values:
- HOPE: They shouldn’t complain about being overworked, on the contrary they should divide the work among their colleagues.
-GVHA: They have to treat patients like Hope employees do, just like family and not make them feel like they’re just numbers.
Basic Assumptions:
-HOPE: Instead of regretting the merger, they should stand up and make changes themselves.
-GVHA: They shouldn’t look down to Hope and take advantage of them to reach their own goals; they should work together to accomplish mutual goals such as the patients’ satisfaction, health and care.
According to the case study both hospitals have dissimilar cultures, in fact if there will be a solution that will benefit both parties it will be based on Schein’s three levels of culture.
ReplyDeleteAritfacts: Hope website: If there will be any changes or updates in the website it should in coordination with Hope community relations team and what should be added to the website is GVHA logo and about information about their hospital in order to be equal.
Values: Hope still could maintain their values as a friendly environment for patients, doctors and nurses. However, Hope needs to integrate GVHA’s culture in order to create a beneficial atmosphere.
Assumptions:
Both Hope and GVHA need to coordinate in order to create the best environment to benefit from the merger.
There are many things that needed to change in the merger of GVHA, and the changes are on the artifacts, values, and assumptions. Firstly about the artifacts when GVHA decided to hang the banner by overshadowing the Beacon is a wrong thing. They should hang both of them together without exposing one of them more than the other. Also about the new website changes they should put the link of the Beacon without hiding it on the bottom of the website page and not informing Stella. The second issue was about the values and how they handle with specific situations for example the purpose of the Beacon is to inspire all the members of the Hope community that they are an exceptional caregivers, but the actual thins they were going commercial so they needed to make a balance between the fund raising part and taking care of the doctors, nurses, and patients. Moreover about the assumptions part they lost the family like atmosphere in the hospital specially when they require the crew to work at several GVHA’s hospitals depending on the need of the hospital, so there were many unfamiliar faces and they can’t call each other by the first name as they did used to do before.
ReplyDelete
ReplyDeleteGVHA :
should have a formal uniforms .
They way of communication should be better.
employees should know each other and discuss things as a team.
Hope:
should work fast and reply to the problems which they face.
should know how to earn money.
According to Edgar Schein's levels of culture, if Hope and GVHA were to manage equality in running the hospital as side-by-side partners, the best way to do so successfully is by combining the well-built characteristics from each party.
ReplyDeleteHope did a remarkable job for more than 80 years by sustaining its friendly environment towards its patients, employees and community. But unfortunately the world never stays the same, that’s where GVHA has an important role as it will make sure that the hospital gets its needed financial aid to survive in the medical industry.
Artifacts: Both companies will agree to have their message displayed visually in terms of logo, dress code, etc..
Values:
- Patient-centered care, hospital goals pointed by the requirements of their patients. With the principle ethics of truthfulness, equality and value.
- Non-stop knowledge, always keeping updated with new technologies, medical advances; and always motivated to gather patients’ outlook.
- Teamwork collaboration, operating jointly as a team/family.
Assumptions:
- Both parties need to ensure that their individual goals are achieved as one major essential in equality.
- Variances must be examined to avoid future disagreement.
- An extremely clear plan must be taken seriously based on the analysis studies that will be made with both companies approving those changes.
Artifacts: both of organizations should post logos or combined two services to come up with one strong foundation. And they should do 1 website for both hospitals, unite dress code. It should be 1 management for the both hospitals to prevent any problems.
ReplyDeleteValues: offering a good service, combining GVHA management with Hope friendly environment.
To equal the artifacts, we need to make an agreement between the values and the assumptions for the both of them.
ReplyDeleteArtifacts: about the uniforms both of the logos for “The Beacon” and GVHA, both of them needed to be stitched and branded together without exceptions. As well as, the new banner should include both names without overshadowing each other the plus the website should include “The Beacon” link at the top of the website.
Values: the main focus of the Hospital shouldn’t be only focusing on raising money, but also taking care of the doctors and patients. Also if there is any new change on the Hospital strategy all the workers should know about it before publishing anything.
Assumptions: despite the many changes that “Hope” faced them they need to conceder the benefits and the weal of all of them, so they should interact with other workers from other Hospitals to get to know them instead of complaining about the unusual faces issue.
The three levels of the new culture will be look like :
ReplyDeleteArtifact : GVHC and Hope can have both code on the uniforms that they wearing it , Hope and GVHC should choose two colours that match each other to have their messages in clear way and of the way that others will like to read it.
Values : hope and GVHA employees should learn how they should be patients and how they organize their time and do their work and finish it on time , they should gather all the employees and give them a course in that .
Assumptions :
Hope have her own goals and GVHA have also that, they should gather their goal to make sure that they reach them , they should work in the same goals to have more customers