Essay Sample on DaVita's Strategy: Attention to Detail, Teamwork and Compensation

Introduction

The primary characteristic of DaVita's strategy is the attention to detail and compliance with government regulations. As per this strategy, the financial outcomes are also vested in organizational behaviors and decisions regardless of whether they are small or large. In DaVita's strategy, teamwork and compensation was evident way before Gambro acquisition (Jech, Magnani, & Freitas, 2007). The strategy is based on the belief that the organization should do something larger than what was done before. Through this strategy, many people are brought are involved. This, therefore, means that there is a high degree of organizational collaboration at all levels. The strategy implemented employee-friendly policies which were aligned to the organizational values. The importance of aligning the policies to the organizational values was to facilitate the achievement of the organization's objectives.

Is your time best spent reading someone else’s essay? Get a 100% original essay FROM A CERTIFIED WRITER!

Save 25%

Organizational collaboration is important in the workplace, and it signifies team effectiveness. In collaboration, two or more individuals come together, and it is easy for them to achieve more as compared to when one works individually (Cummings, & Worley, 2014). Efficiency is very critical in all activities of an organization, and it helps in ensuring that the objectives of the company are achieved. Also, workplace collaboration helps in reducing employee burnout since it facilitates the distribution of workload.

Managing the Integration of the Gambro Organization

Organizational integration takes place when both internal and external factors of a company are integrated (Cummings, & Worley, 2014). Organization's internal characteristics include staff, management style, and company systems as well as organizational and staff culture. Kent Thiry needs to ensure that there is an integrated organizational culture and that employees do not stick to the culture of their respective organizations after the change.

A leader for an integrated organization needs to be keen on ensuring that the employees embrace the changes and that the behavior that facilitates the achievement of the organization's objectives is reinforced. Activities such as hiring are likely to change after organizational integration. This is so especially when the integration alters the activities of the company. If the activities of the organization have changed, then the organization needs to hire the employees who are skilled in the sector or train to upgrade the skills of the employees. The manager needs to conduct frequent training to meet the needs of the new organization.

Preserving Davita's Culture

There is always a shift of culture of the company when two or more companies join and blend their operations. The two companies have their own different cultures, and this might pose a challenge when employees between the two different companies combine (Cummings & Worley, 2014). The managers should be able to maintain the DaVita's unique culture as a priority in the integration process. The best way to preserve the DaVita's culture in the face of an acquisition that includes Thiry's former organization is by developing a common culture by the management (Cummings & Worley, 2014). The managers need to find common ground in terms of the culture that they will embrace. The new organization formed must share values and beliefs that will enable them to work as one team.

Rationale and Logic behind Organization Collaboration

Trans-organizational change is the collective change in the relationship in terms of organizations changing their environments to become more complex and adapt to the ever-changing environment. The change may occur in the form of a merger or acquisition of other companies to expand (Motamedi, 2012). The motive of the combination of the business is to strengthen the capacity of the companies in terms of being able to provide services and products to customers. The trans-organizational change is strategic in terms of improving the capacity of the businesses to tackle challenges that challenge the companies in terms of being able to achieve their goals and objectives. The new companies formed have new structures, strategies, and processes that the companies engage in serving the customers. The main objective of the trans-organizational change is to help the organization address the concerns that were making the fail.

The rationale behind organizational collaboration is to increase the capacity of companies by combining companies that share a common dream (Gerard & Johnson, 2018). The combination is meant to combine the resources from the individual companies to become one company that has a bigger capacity in terms of being able to produce the goods that it sells to customers. The logic behind the organizational collaboration is that when the companies merge to work as one company, they share their production resources, raising the capacity of companies such as being able to produce commodities on a large scale.

Interventions That Enable Mergers and Acquisitions

Some interventions need to be done to ensure there is the success of trans-organizational change, which includes mergers and acquisitions. The interventions that need to be done include meeting the necessary legal requirements that are required by law for the companies to be allowed to merge (Gerard & Johnson, 2018). The mergers and acquisitions make the individual companies lose their title and become one single company able to transact on its own. The new company must comply with all the set laws for the merger to be successful. The newly formed company becomes an independent company from its previous company.

The other intervention that needs to be done includes retaining employees that have the capacity and skills that will be required by the new company (Gerard & Johnson, 2018). The trans-organizational change will make the company have a better capacity in terms of production capacity because of increased technology when companies merge. The older employees may not have the skills to handle the increased technologies, or the technologies will displace the employees when the company automates. The interventions on the labour force are meant to reduce the operational costs in terms of wages and to streamline processes at the company by having qualified employees to do the job.

The processes need to streamline processes because of the improved capacity from the previous company. The combination means that the companies will be joined to work as one company; renovations need to be done to merge all the processes into one process (Gerard & Johnson, 2018). Even the management needs to be done to ensure there is a flow of information to reduce confusion. Surveys need to be done to ensure that the transitions were successful in terms of the merger achieving the objective is was meant to achieve. The management has the responsibility of ensuring that all the activities are running smoothly.

Organization Development Process to Alliance Formation and Development

The process of alliance formation begins by companies realizing that they have a greater potential if they join and work together as one team. The managers and other stakeholders agree to work as one community. The companies then notify the registrar of companies to inform the registrar of the intentions to join for approval purposes. The companies have to evaluate their net worth to measure the value of stake for individual companies when they finally merge. The companies then dissolve to form the new merger company with shared resources. The company works as one team with combined resources to achieve a common goal.

How Networks Change

The networks have to change when the previous competing companies, the networks that change include marketing and distribution channels (Cummings & Worley, 2014). The companies utilize the most efficient networks and abandon the rest to save operational costs. The capacity of the companies to deliver improves, improving the profitability of the newly formed merger.

Strengths of Multi-Organizational Change

There are advantages that companies seek to enjoy when they are re-organizing to work as one company depending on the kind of collaboration. The strategic alliances are formed because companies have they believe that they are better placed to achieve their goals as opposed to when they are competing (Cummings & Worley, 2014). The newly formed alliances can solve conflicts that they could not be able to solve as individual companies. The organizations might choose not to be entirely connected and corporate only in areas that they have similar challenges. The independent companies need to be aware of what the objective of the merger before deciding whether to form the mergers or continue as independent companies.

Conclusion

In conclusion, the trans-organizational change improves the capacity of organizations by enabling the companies to combine their resources and work as a team towards achieving a common goal. Trans organizational change is one of the strategies used to improve the effectiveness of companies. The DaVita's strategy is among the strategies that have been used over the years by organizations to implement strategies meant to make the organizations achieve their goals.

Reference

Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.

Gerard, F., & Johnson, H. (2018). Chapter 22 Transorganizational Change. Studocu. Retrieved 15 February 2020, from https://www.studocu.com/en/document/university-of-oregon/organizational-development-and-change-management/lecture-notes/chapter-22-transorganizational-change/4298632/view.

Jech, M., Magnani, F., & Freitas, R. (2007). Internationalization of a Health Care Organization: An Empirical Study on Gambro.

Motamedi, P. (2012). Trans organizations: Managing in a Complex and Uncertain World. Graziadio Business Review | Graziadio School of Business and Management | Pepperdine University. Retrieved 15 February 2020, from https://gbr.pepperdine.edu/2012/08/transorganizations-managing-in-a-complex-and-uncertain-world/.