Multi Generational Workplace.docx MHA/543 Signature Assignment: Multi-Generational Workforce MHA/543: Tackling the Talent War in the Health Sector Workplace Advancement The merger of an organization is a complex a
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Multi Generational Workplace.docx MHA/543 Signature Assignment: Multi-Generational Workforce MHA/543: Tackling the Talent War in the Health Sector Workplace Advancement The merger of an organization is a complex and multi-faceted event. The union of our organization, Colorado Radiology Services, and the University of Colorado Hospital System, is no different. Kaetzler (2019), "The inevitable cultural differences between the two merging companies must be resolved, from the more obvious issues (such as attitudes toward the work- life balance and employee empowerment) to less noticeable ones (feedback styles, directness, punctuality at meetings)." (Define change management in mergers broadly). As an office space, we have significantly expanded our diversity among generations and diversity. We are now part of the University System, and as the staff is integrated, we will need to work together to make this environment conducive. This merger has shown leadership that we had faults before in our workforce by not ensuring that we had a diverse group of people. This workplace advancement program seeks to solve this issue. Areas of Concern There are areas of concern within the newly combined workforce. Many of these issues stem from our office and staff becoming a more diverse grouping of people, both culturally and generationally. Therefore, management has identified the most severe concerns that have been noted around the facility. Specifically, the administration has indicated the following areas of concern;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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