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Essay on Control and Implementation


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Essay on Control and Implementation

In early 1996 AAP and LWP were granted $10,000 by San Francisco Department of Public Health to conduct a merger feasibility study. With facilitation by David La Piana both boards decided to move forward with the merger discussions. After hiring and firing of a number of employees Merger implementation began over the summer of 1996. From program planning, to fund development activities, and to agency communications such as selecting a new name for the agency were initiated during this time.

The company heads had to cater to a number of problems from leadership, staff and management issues, and communication in the merger implementation process. Also both the management had to handle the core problems of merger failure of autonomy, self-interest, culture clash, leadership etc.

Economies of scale, more of the limited staff's time devoted to program activities, and the ability to appeal countywide and regionally to donators are some of the notions that months of merger negotiations developed; a clear sense among the members of the negotiating team of the many advantages of a merger. Board members on the negotiating team were a small group of forward thinkers and despite some set backs of AAP’s long-term Executive Director (ED), Vince Sales resigning and LWP led at the time by ED Steve Lew, also planned to leave the organization once the merger was complete. This led the merger situation to a near leadership crisis, which the company executives solved by hiring Tim Wolfred as a half-time Interim ED while the search for a new ED was initiated.

Also the merger was coming together of two distinct structures and cultures and the goal of the management team was to decide and communicate like a new organization. Interim Management Team every attempt was made to ensure consistency and fairness, to communicate decision-making processes and rationale for changes....

 

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