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Merger management: a challenge to nursing leadership
Author(s) -
Hendel
Publication year - 1998
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1046/j.1365-2834.1998.00076.x
Subject(s) - business , feeling , nursing management , organizational culture , nursing , process (computing) , nurse administrator , public relations , competition (biology) , human resource management , profit (economics) , managed care , psychology , health care , management , medicine , medline , political science , economics , social psychology , ecology , computer science , law , biology , microeconomics , operating system
Aim The article reviews the merger process of two obstetric divisions. Background Mergers of acute care facilities are becoming common due to the need to move towards a market orientation. There is a growing emphasis on corporations, competition, and profit and cost control. Nursing leadership in managing merger processes is crucial. Methods Information originated from administrative decisions, feelings expressed by the staff, author observations, and statistical data. Data was analysed by illustrating the merger phases, compared to the literature and research studies. Key Issues Issues related to planning and preparing the process, the management of human resources, the development of organizational culture, and the physical changes, are vital. Conclusions Planning ahead, involving all partners from the early stages, extensive dialogue among colleagues and strong nursing leadership are key elements for a smooth transition.