title: Merger motorway. Giving staff the tools to reengineer.
abstract: Mergers and health care agencies' response to mergers dominate current conversations in this evolving managed care environment. Hospitals are rapidly learning to adjust to declining occupancy rates and deceased utilization of resources. A business model to guide mergers was adapted to assist staff with the people, structural, cultural and political issues of organizational change. Creating successful new work environments, moving from a "We-they" mentality to unity and decreasing use of resources are outcomes described in this article.
authors.affiliation: Nursing Service, National Institutes of Health, Baltimore, Maryland, USA.
authors.forename: N L
authors.initials: NL
authors.lastname: Dianis
authors.forename: M
authors.initials: M
authors.lastname: Allen
authors.forename: K
authors.initials: K
authors.lastname: Baker
authors.forename: T
authors.initials: T
authors.lastname: Cartledge
authors.forename: D
authors.initials: D
authors.lastname: Gwyer
authors.forename: S
authors.initials: S
authors.lastname: Harris
authors.forename: A
authors.initials: A
authors.lastname: McNemar
authors.forename: R
authors.initials: R
authors.lastname: Swayze
authors.forename: M
authors.initials: M
authors.lastname: Wilson
authors.forename: P H
authors.initials: PH
authors.lastname: Walker
mesh_terms: D000223:Adaptation, Psychological; D006273:Health Facility Merger / Q000458:organization & administration*; D006754:Hospital Restructuring / Q000458:organization & administration*; D006801:Humans; D008960:Models, Psychological; D015279:Organizational Culture; D009936:Organizational Innovation; D010564:Personnel, Hospital / Q000523:psychology*; D011057:Politics