netrashetty
Netra Shetty
Gentiva Health Services (NASDAQ: GTIV), formerly based in Melville, Long Island, New York and now in Atlanta, Georgia, is one of the largest providers of home health care and related services in the United States.
Gentiva is a Fortune 1000 company with approximately $1.1 billion in annual revenue. Gentiva is also a member of the S&P 600 index, developed by Standard & Poor's, featuring small capitalization U.S.-based stocks.
The company offers a range of services, including nursing, physical, occupational, and speech-language therapy, cardiac and pulmonary care, disease and pain management, and other health and medical services.[1]
Gentiva provides health services to over half a million patients annually[2] through over 380 U.S. locations in 39 states.[3] According to Morningstar, "Gentiva is a gentle giant...the nation's largest home health care services firm."[4]
Gentiva companies include Donelson, Emerald Coast, Gilbert's, Healthfield Group, Heritage, Horizon, Hospice of Charleston, Lazarus House, Tar Heel, Total Care and Wiregrass.[5]
In 2002, Gentiva sold its specialty pharmaceutical services division, which administered infusion and injectable pharmaceuticals to patients with both acute and chronic disease, to Accredo Health Inc. for $415 million in cash and stock.[6] Accredo, in turn, was acquired by Medco (NYSE:MHS), a former division of Merck & Co., for $2.2 billion in February 2005.[7]
In 2006, Gentiva acquired the Atlanta, Georgia-based Healthfield Group, a U.S. provider of home care and pharmaceutical services, for $454 million in cash and stock.[8] In 2008, Gentiva sold a majority stake of its benefit management business, CareCentrix, to Water Street Healthcare Partners, a Chicago-based private equity firm.[9]
On May 24, 2010, Gentiva announced that it had entered into an agreement to purchase Odyssey Healthcare, a Dallas-based national provider of hospice services, for $1.1 billion in cash. The acquisition is expected to increase Gentiva's revenue to approximately $1.8 billion annually
Center effectiveness can be enhanced by informal as well as formal organizational structures. The
increasing importance to Centers, and the CGIAR System as a whole, of knowledge management as a
key source of competitive advantage has focused attention on the (usually informal) organizational
structures that facilitate knowledge capture and dissemination as well as the technology to support this.
These can include:
•
The development of communities of practice within the Center or across the CGIAR system, which
aims to help develop knowledge. These are not shaped by formal organizational structures but by the
common interests of the participants, and
•
The role of intermediaries between those engaged in creating and developing knowledge and those
using that knowledge.
These should be combined with nonstructural incentives such as inclusion of knowledge management
factors in recognition and reward systems, performance management systems, and management metrics.
The “boundaryless organization” is a paradigm shift which underlies such concepts as the “virtual
organization”, the “empowered organization”, and high-performance work teams. It recognizes the
limitations, for organizational effectiveness, of vertical boundaries (between levels and ranks of people),
horizontal boundaries (between functions and disciplines), external boundaries (between the
organization and its suppliers, customers and regulators, and geographic boundaries.
to organize people, tasks, processes and locations to best move ideas, information, talent and decisions
where they are most necessary to achieve effectiveness, and how to build flexibility into organization
structures given an environment of dynamic external changes impacting on the organization (Nelson
1997). Consideration should be given in Center organizational design to:
fostering worker mobility within the organization where this promotes value to the organization in terms
of using their knowledge, skills and abilities;
accommodating flexible employment and working arrangements (including offsite location) of
employees
“worker-oriented” approaches (focusing on behaviors and skills rather than/as well as tasks) to job
analysis to accommodate highly interdependent, continuously evolving jobs.
CHANGE MANAGEMENT
CGIAR Centers undertake change initiatives of various forms and scales. Nickols (2004) provides a
framework for thinking about the change process in terms of problem solving–“problem” being defined
as a situation requiring action to move to a more desired state. Managing change is seen as a matter of
moving from one state to another, specifically, from the problem state to the solved state. Diagnosis or
problem analysis is generally acknowledged as essential. Goals are set and achieved at various levels
and in various areas or functions. Ends and means are discussed and related to one another. Careful
planning is accompanied by efforts to obtain buy-in, support and commitment. The net effect is a
transition from one state to another in a planned, orderly fashion. This is the planned change model.
By means of effectively managing HRM, organizations can gain a competitive advantage over their competitors. Competitive advantage, in brief, is the superior marketplace position relative to its competition through cost leadership and product differentiation (Porter, 1985). Cost leadership is achieved when organizations provides same service or product as its competitors at a lower cost perhaps through the use of technology, more efficient methods and cut overhead costs. When this service or product is preferred by the consumers to bur, then occurs product differentiation. HRM practices can be an important source of competitive advantage by means of the creation of both cost leadership and product differentiation. There are two paths into which HRM is linked with competitive advantage. On the one hand, the direct path wherein HRM-related costs comprise a significant portion of organizational expenses and doing best in this area provides financial advantage.
Gentiva is a Fortune 1000 company with approximately $1.1 billion in annual revenue. Gentiva is also a member of the S&P 600 index, developed by Standard & Poor's, featuring small capitalization U.S.-based stocks.
The company offers a range of services, including nursing, physical, occupational, and speech-language therapy, cardiac and pulmonary care, disease and pain management, and other health and medical services.[1]
Gentiva provides health services to over half a million patients annually[2] through over 380 U.S. locations in 39 states.[3] According to Morningstar, "Gentiva is a gentle giant...the nation's largest home health care services firm."[4]
Gentiva companies include Donelson, Emerald Coast, Gilbert's, Healthfield Group, Heritage, Horizon, Hospice of Charleston, Lazarus House, Tar Heel, Total Care and Wiregrass.[5]
In 2002, Gentiva sold its specialty pharmaceutical services division, which administered infusion and injectable pharmaceuticals to patients with both acute and chronic disease, to Accredo Health Inc. for $415 million in cash and stock.[6] Accredo, in turn, was acquired by Medco (NYSE:MHS), a former division of Merck & Co., for $2.2 billion in February 2005.[7]
In 2006, Gentiva acquired the Atlanta, Georgia-based Healthfield Group, a U.S. provider of home care and pharmaceutical services, for $454 million in cash and stock.[8] In 2008, Gentiva sold a majority stake of its benefit management business, CareCentrix, to Water Street Healthcare Partners, a Chicago-based private equity firm.[9]
On May 24, 2010, Gentiva announced that it had entered into an agreement to purchase Odyssey Healthcare, a Dallas-based national provider of hospice services, for $1.1 billion in cash. The acquisition is expected to increase Gentiva's revenue to approximately $1.8 billion annually
Center effectiveness can be enhanced by informal as well as formal organizational structures. The
increasing importance to Centers, and the CGIAR System as a whole, of knowledge management as a
key source of competitive advantage has focused attention on the (usually informal) organizational
structures that facilitate knowledge capture and dissemination as well as the technology to support this.
These can include:
•
The development of communities of practice within the Center or across the CGIAR system, which
aims to help develop knowledge. These are not shaped by formal organizational structures but by the
common interests of the participants, and
•
The role of intermediaries between those engaged in creating and developing knowledge and those
using that knowledge.
These should be combined with nonstructural incentives such as inclusion of knowledge management
factors in recognition and reward systems, performance management systems, and management metrics.
The “boundaryless organization” is a paradigm shift which underlies such concepts as the “virtual
organization”, the “empowered organization”, and high-performance work teams. It recognizes the
limitations, for organizational effectiveness, of vertical boundaries (between levels and ranks of people),
horizontal boundaries (between functions and disciplines), external boundaries (between the
organization and its suppliers, customers and regulators, and geographic boundaries.
to organize people, tasks, processes and locations to best move ideas, information, talent and decisions
where they are most necessary to achieve effectiveness, and how to build flexibility into organization
structures given an environment of dynamic external changes impacting on the organization (Nelson
1997). Consideration should be given in Center organizational design to:
fostering worker mobility within the organization where this promotes value to the organization in terms
of using their knowledge, skills and abilities;
accommodating flexible employment and working arrangements (including offsite location) of
employees
“worker-oriented” approaches (focusing on behaviors and skills rather than/as well as tasks) to job
analysis to accommodate highly interdependent, continuously evolving jobs.
CHANGE MANAGEMENT
CGIAR Centers undertake change initiatives of various forms and scales. Nickols (2004) provides a
framework for thinking about the change process in terms of problem solving–“problem” being defined
as a situation requiring action to move to a more desired state. Managing change is seen as a matter of
moving from one state to another, specifically, from the problem state to the solved state. Diagnosis or
problem analysis is generally acknowledged as essential. Goals are set and achieved at various levels
and in various areas or functions. Ends and means are discussed and related to one another. Careful
planning is accompanied by efforts to obtain buy-in, support and commitment. The net effect is a
transition from one state to another in a planned, orderly fashion. This is the planned change model.
By means of effectively managing HRM, organizations can gain a competitive advantage over their competitors. Competitive advantage, in brief, is the superior marketplace position relative to its competition through cost leadership and product differentiation (Porter, 1985). Cost leadership is achieved when organizations provides same service or product as its competitors at a lower cost perhaps through the use of technology, more efficient methods and cut overhead costs. When this service or product is preferred by the consumers to bur, then occurs product differentiation. HRM practices can be an important source of competitive advantage by means of the creation of both cost leadership and product differentiation. There are two paths into which HRM is linked with competitive advantage. On the one hand, the direct path wherein HRM-related costs comprise a significant portion of organizational expenses and doing best in this area provides financial advantage.
Last edited: