Week 1 Week 2
Instructions:-
Week 1: Merger and Unit Integration Issues
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As a leader/manager, one circumstance you may encounter is the necessity to integrate or merge two organizational units. This can be a stressful period which, if not properly managed, can cause a good deal of tension and/or conflict, often leading to decreased organizational performance.
Consider that senior management has dictated that your unit will merge with another manager’s unit over the next three months. You will be the leader of the newly merged group. The previous manager will remain on your staff. Senior management has asked you to submit a merger plan. (If you have previously been involved in an actual unit merger, please share the organizational dynamics you experienced as well as any lessons learned.)
(Bring in and cite at least one source of information from your background readings for each of your weekly initial posts.)
Week 1 Discussion Question:
What are the key issues/challenges/opportunities you face, both short and long term?
Remember, after you submit your answer each week to the Discussion Question itself, you also need to respond to at least two of your classmates’ posts.
(In total for this module’s two-part Discussion Forum you should have contributed at least two Discussion Question posts and four response posts to your classmates.)
You must participate in BOTH Week 1 and Week 2 Discussions to get credit for each module’s Discussion.
Posting early each week will allow for more opportunities for leading the discussions, making substantial contributions, and engaging in meaningful and mutual discussions with others.
Week 2: Merger and Unit Integration Issues
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Using the same scenario as Week 1 of this Discussion, answer the question in bold below.
Describe three key elements of your merger plan.
Remember, after you submit your answer each week to the Discussion Question itself, you also need to respond to at least two of your classmates’ posts.
(In total for this module’s two-part Discussion Forum you should have contributed at least two Discussion Question posts and four response posts to your classmates.)
Solution
Week 1 Week 2
Week 1
Management might decide to merge two units within an organisation for their strategic purposes.
Plan
- Culture- the first step of the plan will involve studying the culture of the two groups to determine the best pairings and the ones to avoid (Stafford, & Miles, 2013). People with historical differences may fail to work in unison. One studying method is observing to see how people work and interact the second method involves considering the identity created by a particular unit over time. People are not willing to lose an identity they have spent years building.
- Listen to opinions- interview members from both units and get their views on the merger and ways to make it efficient. Interviewing opens up discussions that could be valuable such as their points of view and past experiences. I will also interview the clients of both merging teams and understand their issues (O’Neill, 2012).
- Make the necessary layoffs- some members who are not compatible must be dismissed in the best manner possible. I will remain with those who are best suited for their positions.
- Create a prototype- it involves picking a few members from each group to form a team and observe its effectiveness as a sample of the real merger. It will offer us the chance to learn and cater to any unforeseen circumstances.
Week 2
This process should be handled expertly to ensure that it benefits the company in the end instead of reducing staff morale. When units are consolidated, various teams collide, and it could lead to the generation of new ideas or a poor attitude from the team members (Rogers, 2015). Managers must study various elements of the workers and come up with a plan to ensure a smooth transition into the merged unit. In the long-term, members could grow disgruntled and leave the company or contribute ideas to propel the organisation further.
Key Elements
It provides an opportunity to listen to the ideas of the members. Rapport is a vital part of a good team (Jensen, 2017).
It is brief and easy to implement. It is not complicated, and it involves few steps.
It
is practical. The prototype at the end makes it possible to see how the final
merger is likely to be once it occurs.
References
Jensen, K. (2017). How to Merge Company Segments. Smallbusiness.chron.com. Retrieved 6 May 2017, from http://smallbusiness.chron.com/merge-company-segments-40525.html
O’Neill, C. (2012). When Teams Collide: How to Merge Two Teams into One | The Fast Track. Quickbase.com. Retrieved 6 May 2017, from http://www.quickbase.com/blog/when-teams-collide-how-to-merge-two-teams-into-one
Rogers, T. (2015). Merging two teams into one can create unity, or double your problems. Linkedin.com. Retrieved 6 May 2017, from https://www.linkedin.com/pulse/merging-two-teams-one-can-create-unity-double-your-tim-hj-rogers
Stafford, D., & Miles, L. (2013). Integrating cultures after a merger – Bain Brief. Bain.com. Retrieved 6 May 2017, from http://www.bain.com/publications/articles/integrating-cultures-after-a-merger.aspx