Organizational Development & Design / Business Psychology Consulting
Business Psychology Consulting
The fundamental challenge that an internal consultant faces when addressing post-merger integration is avoiding actions and behaviors that create winners and losers. When the culture of one organization unseats the culture of the other, the cost is lost synergy. Since synergy is a fundamental goal in a merger or acquisition, this is tantamount to throwing the baby out with the bathwater. Indeed, a merger is expected to improve innovation, market share, profitability, and stock prices (Hill & Weiner, 2008). However, more often than not, according to a study conducted by Booze-Allen (1999), mergers and acquisitions do not effectively achieve these objectives, may underperform peers in their industry, and actually lose shareholder value.
Post-merger integration must be "holistic, fluid, and well-executed" in order to be effective and result in solid organizational alignment. Merger and acquisition research points to common and resistant issues that are critical to successful post-merger integration and to opportunities to capitalize on merger synergy. A good model for accomplishing merger excellence addresses these issues and provides clear and effective steps for accomplishing a new shared vision (Hill & Weiner, 2008). Such a model is most likely to be implemented by a team of people who report to C-suite level executives, but it is imperative that the C-suite level executives communicate their...
The post-merger processes are designed to ensure that communication occurs in a transparent and open manner, and that the integration teams consist of people from both organizations and from all stakeholder groups (Hill & Weiner, 2008). The objective is to establish a new identity that will focus on and reinforce the core competencies of the combined companies, and will generate positive forward momentum that is also characterized by a collaborative and flexible consolidation of the two cultures (Hill & Weiner, 2008).
The primary steps of the post-integration phase include maintenance, renewal, and the formation of an integrated organization (Hill & Weiner, 2008). The maintenance step requires a focus on the direction established by the new identity of the merged corporations (Hill & Weiner, 2008). To accomplish maintenance, it is important to retain the high levels of energy that carried the merger implementation to this phase (Hill & Weiner, 2008). Maintaining high levels of energy is necessary because the renewal step will require concerted effort directed toward re-evaluation and re-creation, both of which are resource-consuming endeavors (Hill & Weiner, 2008). The final step in the post-integration implementation stage is often characterized by a redux of the processes used in the initial step in the merger processes: Integrated organization is achieved through "dreaming the dream of the new future together" (Hill & Weiner, 2008).
In order to combat disengagement and the fatigue of the long-haul merger process, cross-organizational networks and project teams must be established (Hill & Weiner, 2008). This newly configured structure is what enables a vibrant culture to develop by absorbing consistent processes, outlooks, missions, values, and goals (Hill & Weiner, 2008). An internal consultant may find that they are immersed in the effort of reforming the functional internal networks to meet the…
and, as in each of the other stages, constantly paying attention and reacting to the problems people bring up. (the role of leadership during change) Change Management Theories: The process of change has been described to have three fundamental phases: unfreezing, changing, and re-freezing. This view is based mainly on Kurt Lewins' assumption of the systems theory of homeostasis or dynamic stability. (Change Management 101: A primer) Change management theories are
Change Management in Public Organizations Change management involves an organization moving through adjustments to bring it into a different point in its development (Anderson & Anderson, 2001). Companies are almost always changing and growing, but when change management is involved these changes are calculated and they take place in a planned way. The goal is to move the company forward so that it can continue to grow and develop with the
Managing Diversity in Organizations Diversity can be described as the manner of recognizing, appreciating, accepting, respecting, and reveling dissimilarities among individuals with regards to age, class, ethnicity, sex, physical and intellectual capability, race, and sexual orientation (Esty et al., 1995). Diversity has become a significant and beneficial component for organizations. With the constant increase in globalization, organizations have been forced to diversify their set of personnel in the work environment. Employees
Managing Changing Managing Change reflect critically personal perspective philosophy managing change changed ( ) semester Drawing learning experiences semester (group case study, relevant change management theory, reflections relevant personal experiences organisational change), reflect critically personal perspective philosophy managing change changed ( ) semester. Managing change The world we are living in is always changing. The nature of the business world today is very different than the way it was decades ago. Change is inevitable.
The organization needs to be making the change for the right reasons and ones that fit the businesses needs. In other words, it shouldn't be incorporated out of the voice in the back of the head saying, "everyone else is doing it." After the business has decided it is a good match, then it needs to decide what exactly they need to make the changes -- that is, does
Organization Behavior "Performance Management" and "People Performance" Performance Management and People "Performance Management" and "People Performance" Management SUMMARY The purpose of this paper is to discuss and critically evaluate the Performance Management model by Michael Armstrong and People Performance model by John Purcell. The paper starts with an ample introduction and significance of the employee performance management practices and proceeds by discussing the various concepts and strategies which are incorporated by business organizations all over