Abstract

The purpose of this study is to identify key areas of importance during a merger of two hospitals' Food and Nutritional Service Departments. The study shows that it is vital to include the staff in developing a mission and vision. This creates a future vision that is action oriented and in which all staff have a vested interest. The nineties have proven to be a time of rapid change. The changes implemented by the Food and Nutritional Services of Optima Health were rapid and unsettling for most staff. This case study discusses what went well, what did not go as planned and where improvements could be made in the future. Several evaluation tools are used to identify issues and to compare pre and post merger data. The study will also show that sharing this information with employees and educating them about the importance of evaluative data improves departmental success. In a hospital merger, this case study will show that the human factor is as important as sound financial practice.

Library of Congress Subject Headings

Hospitals--Food service; Hospital mergers; Hospitals--Employees

Publication Date

1998

Document Type

Thesis

Department, Program, or Center

School of Food, Hotel and Tourism Management (CAST)

Advisor

Marecki, Richard

Advisor/Committee Member

Jacobs, James

Comments

Note: imported from RIT’s Digital Media Library running on DSpace to RIT Scholar Works. Physical copy available through RIT's The Wallace Library at: RA975.5.D5 A43 1998

Campus

RIT – Main Campus

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