Post-acquisition transformation challenges: how did the change in ownership affect Soni Manipal Hospital, Jaipur, in the early years?

Abstract

Subject area of the teaching case MBA. Student level and proposed courses the teaching case can be used on Master’s level in Change Management, Organizational Leadership and Human Resource Management. A brief overview of the teaching case Mr Sharma, the dynamic and entrepreneurial Chief Executive Officer (CEO) of the newly formed Soni Manipal Hospital (SMH), Jaipur, and Unit Head, Manipal Hospitals [Manipal Health Enterprises Pvt Ltd. (MHEPL)], in a meeting with SMH’s Head of Human Resources and the Head of the Nursing Management, Mr Yaduvanshi realised the exponential growth of employee resistance, their lack of skills and technological advancements for documentation hindering the hospital's transformation goal. The case study highlighted the challenges the protagonist faced when taking charge as the CEO after nine months of acquisition and the factors contributing to them. Expected learning outcomes Students reading this case are expected to understand leadership theories, strategic and quality management approaches, and theories of social behaviour, such as Herzberg’s two-factor theory and social exchange theory (SET) and the application of these concepts in acquired organisations to develop healthy leadership–employee relations and change management theories. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management.