The Integration Of Two Organizations

One of the many responsibilities of company leaders is to ensure that their organization is able to compete and excel in the global marketplace. One way organizations are reaching this goal is though a shift in organizational culture. According to Thompson (2014), a company 's culture can be defined as its personality or the way in which things are done. When an organization attempts to shift its culture from that of an individual contribution to a team environment, the transition must be thoughtfully considered and strategic steps should be taken to encourage the most positive results. Changing an organization 's culture does not occur overnight, and will take patience and focused attention from its leaders and workforce to engrain these new ways of doing things into the fabric of the company. Team culture can be fostered through assessing the workforce 's key skills, encouraging team development and teamwork, selecting and utilizing the right motivation, and creating a rewards program that drives a team to achieve the company 's goals.

The modern business culture must, by necessity, be fluid if it is to succeed globally. There is interaction between employees, between stakeholders, and between global environments. In fact, this environment is formed through multiple interactions between the strengths, weaknesses and opportunities presented through the organization's unique culture. Since truly the one constant in business is change, it is how we adapt to such changes; as individuals and part of groups, that helps manifest behaviors as he culture evolves. Indeed, many believe that one of the templates that make up this fluidity is the concept, even more popular in the late 20th and early 21st centuries, of mergers and acquisitions (Horibe, 2001).

Over time, the culture can change or adapt. This may be due to new leadership, mergers, or acquisitions. It may even be due to a change in the market climate itself. As new employees are brought on, they must be taught the company culture to keep it strong and in line with the overall company umbrella. Most large companies have established culture programs for their leadership, so that they may take those tools, thought processes, and examples back to their teams to keep the culture strong.

As critical as planning for culture fit is the need to communicate throughout the merger process. A clear and thoughtful communication plan can go a long way in easing concerns, distrust and resistance as employees are challenged to go from the known to the unknown. (Gunn). Even though, we experience many changes, the leaders communicated with us the plan and the timeline to provide a vision and clarity. Jaclyn stated, “They were all very open, if you have questions, please come to us. If you 've got concerns, please come to us. There wasn 't any sort of we need to be quiet; we need to keep quiet”. (Personal communication, September 21, 2015) Furthermore, the leaders worked nonstop to resolve the system issues we encounter and they were attentive to how this affected us. They provided a timeline of what will happen, and when it will happen. According to “Organizational Change and Development” resource, “The key to avoiding or handling resistance to change based on lack of understanding is to communicate clearly what the change entails”. (Organization Development). In addition, I believe we all experience the “DADA syndrome”. The process people go through when

The organization’s culture reflects the interpretation of the shared values and beliefs by its leaders and employees. Culture drives the performance and behavior of the employees, and thus, play a significant role in the success of any organization. Hence, a pre-merger cultural assessment of the merging entities should be conducted to identify areas of commonalities and potential incompatibilities. Respecting both cultures, addressing differences, and planning to leverage the best of existing cultures will ease the blending. Also, implementing a similar approach to align the service operations- by engaging the medical staff, identifying differences, and providing similar high-quality care and patient satisfaction across the two campuses; will mirror the shared

Yes the different culture of the two companies will affect the future integration and strategy of the company Gamier and the senior management team had made efforts to combine both cultures under the Spirit of GKS banner the company was still struggling for the distinctive identity the different philosophy of the companies were still alive advise were given to the management on how to deal with both the merged companies employees, Getting people to work to common processes was also a 'problem': managers, for instance, would agree on a way forward during a meeting but on returning to their sites would carry on as before and allow people to stick to their Glaxo or SB way of doing things.

2. Given the diversity of cultures embedded in the merged organization, what should the management team do to facilitate a working culture in the new organization?

Ms. Sally Thompson, the new president of Diamonds Vacation Ownership Club, (DVOC) needs some assistance in addressing organizational culture change. Ms. Sally is looking for ways her organization can be transformed seamlessly and successfully. The goal is to align the culture of DVOC with the values of the parent company, Diamonds Hotels. Ms. Sally was recently appointed, and she has no direct experience in creating Synergies across organizations. Ms. Sally has several concerns and has enlisted the assistance of a team of consultants. Some of the president’s questions range from if she can use mediated dialogue, how she can reduce resistance to cultural change, different types of leadership and management, a step by step approach,

Some businesses in America transfer into bi-cultured after starting out as monoculture. This typically happens when one company buys out the other or they join each other and sub-merge. Every now and then this happens globally. Companies face changes when a merger takes place such as how the business will operate, wages, and or if there will be interference from the government. Once the merger has begun the rules are changed to better serve the company whether people are with it or against it. Company success stories are sent over to a list which is created called the Globe Project list. This list gives pointers and advice for globalized managers to practice based on several key items and characteristics required during a successful merger. Daft states, “Some of the characteristics are assertiveness, performance, and human orientation” (Daft, 2013 ).

Many times anxiety can grow because employees fear loss of the organizations traditions. It is important to involve employees on the transition or modifications to traditions, celebrations, and other activities that help shape the organizations culture. It is important for both organizations in a merger to be sensitive to the others rituals and ceremonies and to work towards a compromise and build new traditions supported by the majority.

Today, we were called into the boss’s office and told that our company was about to go through a major restructuring. In two weeks, the organization will be merging with a national conglomerate and it is our job to get the “troops prepared”, as she put it. She stresses to us the importance of effective leadership and communication. She would like for us to establish and initiate a plan that will help the employees with the transition. Luckily for us, we just completed a seminar on organizational behavior and we know exactly what needs to be done to make this transition as positive and seamless as possible.

In this report, the success or otherwise of any merger hinges on individual perceptions about the manner in which the process is handled and the direction in which the culture is moved. Communication and a transparent change process are important, as this will often determine not only how a leader will be regarded, but who will be regarded as a leader.

One of the most challenging aspects of the merger is determine which culture is the most effective culture to move forward with. It may be from one of the companies, a new one entirely, or even a blend of the two. It may be a large amount of hard work to create an entirely new culture, and there is a low probability of success, too. The easiest and most straightforward solution is to pick one of the company’s cultures as a host culture, and merge the other with it.

Organizational culture is the most important issue to consider when acquiring another company. While some cultures differ from others, that doesn’t necessarily make them weak cultures. Key questions to ask are; how well will the companies cultures mix with each other? If changes to either culture occur, what implications does this have on productivity and efficiency?

Cultural integration is the extent to which units throughout an organization share a common culture. This is the culture’s breadth. Organizations with a pervasive dominant culture may be hierarchically controlled and power-oriented, such as a military unit, and have highly inte- grated cultures. All employees tend to hold the same cultural values and norms.