Analysis of a Change Situation in Midshires College

Running head: ANALYSIS OF A CHANGE SITUATION
Analysis of a Change Situation
Name of the Student
Name of the University
Author Note

1ANALYSIS OF A CHANGE SITUATION
Introduction
Change is inevitable in today’s business environment. Changes in an organization
take place whenever a company tries to reach its desired state somewhere in the future and to
achieve it, goes through considerable transitions (Hayes 2014). These changes can be
organized and managed by the simple processes of planning and bringing about the changes
in the organization such that the employee resistance could be minimized keeping the cost
estimation balance of the organization and increasing the effectiveness of the changes
implemented in the organization (Benn, Dunphy and Griffiths 2014). Almost every existing
company needs to undergo constant changes if they have to survive in the contemporary
business world as it is growing in competitiveness every passing day (Bradley 2016). The
following report includes a detailed analysis of a change situation in the organization
Midshires College where it attempts to merger a set of five colleges of the same industry to
form the of Midwifery and Nursing. To analyse the situation of change in the organization,
the report would further analyse in details about the genuine need of the change in the
organization, the target that the organization intents to achieve with the merger, and the
assessment of the organization’s readiness for the merger (Matos Marques Simoes and
Esposito 2014). The change analysis would require the leadership and communication that is
required for the merger along with the handling of the resistances that were imposed upon
during the merger. The analysis would include the type of change and the cultural
implications that come along with it and to what extent the changes have been successfully
implemented in the company.

2ANALYSIS OF A CHANGE SITUATION
Discussion
Background of the change situation in the organization
The change situation that has been described in the case study provided includes the
attempt to merge five colleges of midwifery and nursing to form the Midshires College of
Midwifery and Nursing. The colleges that have been included in the merger served for the
hospitals in ten different Health Authorities, which in fact had appointed a Steering Group to
supervise the amalgamation of the five colleges. The Steering Group included the General
Manager from different NHS hospital trusts that comprised of the Health Authorities. The
total number of representatives included 24 members in the Regional Health Authority. Case
study shows that in previous times these mergers would not interfere with the jobs of the
preceding employees, as a minimum with the managers keeping their posts, and were more or
less straightforward in their approach in comparison. However, in the contemporary times,
there were three indentified issues in the merger. These issues included threat to jobs, the
ambiguous position of the colleges in their objectives and the passing on of these objectives,
and the thought of merging higher education with the qualification gain (Gollenia 2016). It
was thus a challenge to bring about the changes in the organizational structure as well as
eradicate the issues that the merger was facing as a result.
The need for change
The deliverables of the Steering Group was more or less straightforward in approach.
All it wanted to was to supervise the merger of the five medical colleges in a single one and
create the Midshires College of Midwifery and Nursing. In the previous era, there were
nurses in the hospitals having immense skills but no educational support for their required
skills (Kim, McCunn and Lew 2017). This would often create problems in the establishment
of a successful and trustworthy workforce in the hospitals of United Kingdom. This is why,

3ANALYSIS OF A CHANGE SITUATION
with advancement of time, there have been establishments of nursing and midwifery colleges
to educate the people of the respective country about nursing and midwifery without having
to depend on their skills alone. However, there have been situations where an institution
could not include too many students all at once for the required concentration (Aziz and
Curlee 2017). In some cases, it has also been found that in previous times it was part of the
NHS policy that the colleges would have a tie up with the hospitals with a specific college for
nursing and midwifery. This policy was irreversible and the colleges and the hospitals were
to abide by the policy even if they had disagreement with it (Turner 2016). It would go to an
extent of tendering colleges outside the country in order to abide by the policy and there have
been evidences for the same as well. Again, there had been incidences where the nurses in
need for post-experience courses would look for alternative suppliers in the short terms.
Therefore, there was indeed a requirement for the changes in the industry to maintain
the balance of the universities and the nursing and midwifery courses with the number of
colleges and universities within the country. This is because, the inference of the jobs with 30
percent of the on hand staff amongst the five colleges could be fused together (Kuipers et al.
2014).
Target achievement for the organization
As per the strategy of the Steering Group employed to supervise the merger of the
five colleges, it was evident that the merger would be carried out in a mechanical and
uncomplicated process. The target was to achieve the merger in a period of 24 months. To
achieve the merger, the Steering group had appointed a Project Leader, who was the principal
of one of the colleges that were to be merged (Pugh 2016). There was, however, no report of
proposed budget provided to the Project Leader, only the person could decide on the
resources required to merge the five colleges into one. The Project Leader formed the bridge