Organizational Transformation at the Centre for Addiction and Mental Health
(9 pages of text)
In 1997, the Ontario Health Services Restructuring Committee mandated the merger of four facilities that treated patients with mental health and addiction issues to create what was later named the Centre for Addiction and Mental Health. This new centre, to be situated in Toronto, would provide support and clinical care to those suffering from illnesses such as schizophrenia, anxiety and mood disorders, as well as substance addictions. In 1999, the newly appointed chief executive officer and his management team have to present their recommendations to the board of trustees for implementing this complex merger. The plan will need to recognize and address significant infrastructure, strategic, organizational and stakeholder challenges. The merger will be a large change for vulnerable patient populations and their families, as well as the staff at the four merging organizations and the neighbourhoods bordering the new facility.
This case would be most appropriate for MBA and upper-level business students in courses in leading change, strategic analysis and implementation, stakeholder management and health care management. Its objectives are:
- To develop an understanding from a senior management perspective of the challenges that should be considered in organizational mergers and to deal directly with often difficult managerial dilemmas facing not-for-profit organizations.
- To understand the complexity in trying to simultaneously deal with change management, strategy formulation and implementation, risk analysis, and stakeholder assessment and communication within a controversial health care context.
Health Care Services
Canada, Large, 1999
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