CENTRAL ALLIANCE HEALTH NETWORK: MERGER MISALIGNMENT
CASE STUDY SOLUTION
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SYNOPSIS
Sa
Olivia Hicks, clinical manager of the cancer centre at Blackburn Regional Hospital (Blackburn), was
working to resolve arising issues surrounding the amalgamation of Blackburn’s cancer centre with the
Lakeview Hospital (Lakeview) cancer centre. Nursing staff members and patients were taking issue with
numerous aspects of the merger and were voicing their displeasure. Hicks understood that in her new role
she would need to be proactive in her management of the situation. The two cancer centres would be merged
n
in six months, and Hicks needed a focused staff to ensure patient care was not sacrificed.
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OBJECTIVES
So
• Understand how public health care decision-making influences a variety of stakeholders, including
staff, patients, caregivers, and the surrounding community.
• Recognize how a lack of communication can lead to perception issues among individuals.
• Diagnose how institutional subcultures can create barriers within a growing organization.
• Identify root causes and differentiate between a problem’s symptoms and its underlying culture.
• Analyze an organizational behaviour issue from a variety of perspectives, including leadership, power
and influence, and institutional culture.
• Develop and justify both short-term and long-term solutions to a complex organizational behaviour issue.
The Case Solution Starts From page 5
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ASSIGNMENT QUESTIONS
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1. What has led to the situation Hicks finds herself in?
2. Is the merger affecting the organizational structure of the merged cancer centres? Is this appropriate?
Sa
What role does Hicks have in defining this structure?
3. How has the culture divide between the two cancer centres affected individual views regarding the
merger? Does Hicks have a responsibility to mend these views?
4. How do the concepts of leadership, cognitive differences, and power and influence contribute to the
issues Hicks is facing?
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5. What decision criteria could lead to an ideal outcome in both the short term and the long term?
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6. As Hicks, provide a detailed proposal outlining a short-term action plan to ease personnel concerns and
a long-term plan outlining Hicks’s role in ensuring a successful merger.
lu
Or
As Hicks, what should you do and why? Conduct whatever analysis you deem necessary to create both a
So
short-term and a long-term action plan to ensure a successful merger.
The Case Solution Starts From page 5
,ANALYSIS
1. What has led to the situation Hicks finds herself in?
Class discussion should begin centred around the merger and Hicks’s role in it. The discussion should focus
on how the merger is being perceived as well as the organizational behaviour issues that arise from it. Some
events discussed could include the influence of Elias Lehner, his power over many of his co-workers, and
his communications with Hicks. Other discussion points can consider Hicks requesting Angela Pelessi to
assist with staff buy-in. Students should recognize that the Central Alliance Health Network (CAHN) board
of directors gave Hicks specific objectives in her new role, and this should shape how the students approach
this case. While these issues may lead to problems as the merger gets closer, students should comment on
how these are symptoms of a much larger organizational behaviour issue. Instructors are encouraged to
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m
Sa
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tio
lu
So
The Case Solution Starts From page 5
, EXHIBIT -1: SUMMARY OF THE PATH-GOAL THEORY OF LEADERSHIP
The path-goal theory of leadership suggests that there are four styles of leaders. Many leaders can exhibit
more than one style of leadership, and the most effective leaders can tailor their leadership style to suit the
employee or situation. Four styles of leader behaviour are identified:
1. Directive: A directive leader explicitly lets followers know what is expected of them by scheduling work,
maintaining performance standards, giving specific guidance about what and how work is done, etc.
2. Supportive: A supportive leader shows concern for followers, is friendly and approachable, and treats
members as equals.
3. Participative: A participative leader consults followers and uses their suggestions in making decisions.
4.
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Sa
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tio
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So
The Case Solution Starts From page 5
CASE STUDY SOLUTION
e
pl
m
SYNOPSIS
Sa
Olivia Hicks, clinical manager of the cancer centre at Blackburn Regional Hospital (Blackburn), was
working to resolve arising issues surrounding the amalgamation of Blackburn’s cancer centre with the
Lakeview Hospital (Lakeview) cancer centre. Nursing staff members and patients were taking issue with
numerous aspects of the merger and were voicing their displeasure. Hicks understood that in her new role
she would need to be proactive in her management of the situation. The two cancer centres would be merged
n
in six months, and Hicks needed a focused staff to ensure patient care was not sacrificed.
tio
lu
OBJECTIVES
So
• Understand how public health care decision-making influences a variety of stakeholders, including
staff, patients, caregivers, and the surrounding community.
• Recognize how a lack of communication can lead to perception issues among individuals.
• Diagnose how institutional subcultures can create barriers within a growing organization.
• Identify root causes and differentiate between a problem’s symptoms and its underlying culture.
• Analyze an organizational behaviour issue from a variety of perspectives, including leadership, power
and influence, and institutional culture.
• Develop and justify both short-term and long-term solutions to a complex organizational behaviour issue.
The Case Solution Starts From page 5
, e
pl
ASSIGNMENT QUESTIONS
m
1. What has led to the situation Hicks finds herself in?
2. Is the merger affecting the organizational structure of the merged cancer centres? Is this appropriate?
Sa
What role does Hicks have in defining this structure?
3. How has the culture divide between the two cancer centres affected individual views regarding the
merger? Does Hicks have a responsibility to mend these views?
4. How do the concepts of leadership, cognitive differences, and power and influence contribute to the
issues Hicks is facing?
n
5. What decision criteria could lead to an ideal outcome in both the short term and the long term?
tio
6. As Hicks, provide a detailed proposal outlining a short-term action plan to ease personnel concerns and
a long-term plan outlining Hicks’s role in ensuring a successful merger.
lu
Or
As Hicks, what should you do and why? Conduct whatever analysis you deem necessary to create both a
So
short-term and a long-term action plan to ensure a successful merger.
The Case Solution Starts From page 5
,ANALYSIS
1. What has led to the situation Hicks finds herself in?
Class discussion should begin centred around the merger and Hicks’s role in it. The discussion should focus
on how the merger is being perceived as well as the organizational behaviour issues that arise from it. Some
events discussed could include the influence of Elias Lehner, his power over many of his co-workers, and
his communications with Hicks. Other discussion points can consider Hicks requesting Angela Pelessi to
assist with staff buy-in. Students should recognize that the Central Alliance Health Network (CAHN) board
of directors gave Hicks specific objectives in her new role, and this should shape how the students approach
this case. While these issues may lead to problems as the merger gets closer, students should comment on
how these are symptoms of a much larger organizational behaviour issue. Instructors are encouraged to
e
pl
m
Sa
n
tio
lu
So
The Case Solution Starts From page 5
, EXHIBIT -1: SUMMARY OF THE PATH-GOAL THEORY OF LEADERSHIP
The path-goal theory of leadership suggests that there are four styles of leaders. Many leaders can exhibit
more than one style of leadership, and the most effective leaders can tailor their leadership style to suit the
employee or situation. Four styles of leader behaviour are identified:
1. Directive: A directive leader explicitly lets followers know what is expected of them by scheduling work,
maintaining performance standards, giving specific guidance about what and how work is done, etc.
2. Supportive: A supportive leader shows concern for followers, is friendly and approachable, and treats
members as equals.
3. Participative: A participative leader consults followers and uses their suggestions in making decisions.
4.
e
pl
m
Sa
n
tio
lu
So
The Case Solution Starts From page 5
