The Role of Hr Practices in Managing Culture During the Post-Merger Integration Process of Igate - Patni

II. Planning Stage - PM meets with VP of Tech to go over spec. The two collaborate to create a Project Plan including a Gant Chart or equivalent to determine team member deadlines (individual initiatives) four launch.

Step 2: This stage may require a negotiation with key stakeholders concerning the definition of success. Also, the coaching plan and resources are agreed and committed. For example, in this stage, the coach should present and agree the executive development needs and goals, identify and outline a suitable action plan, propose suggestions about milestones and metrics, and agree how progress will be measured.

Coming out of the first year of the merger, what new opportunities should the new “Defining Entity” pursue in order to grow business?

In order for an acquisition to be successful from a planning perspective, there are three main areas that need to be addressed.  First, a contingency plan must be developed.  The contingency plan will be created once Target’s board of directors has expressed interest in the acquisition of BBAB.  This plan will identify who the trained coordinator is for each company in merger management.  It also outlines the chain of command, commutation mediums, procedures to be followed during the acquisition, and identifies the members of the transition team who will assist the remainder of the employees during the acquisition.  This contingency plan is of the utmost importance as it contains the steps to be taken by each side to have the smoothest transition into a single company.

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

Next, the planning process begins to focus on the specifics. A specific migration path is created, including the goals and tentative schedules. In addition, the planning phase develops teams and tasks, chooses vendors and negotiate contracts, and creates a comprehensive implementation plan (Amayayakul, 2012).

there are three sorts of mergers: horizontal mergers, vertical mergers and combined. A horizontal merger is an amalgamation between two firms possibly dynamic in similar market at similar level of activity e.g. between two insurance firms whnventory networkile a vertical merger includes firms working at various levels of chain of supply e.g. an insurance firm obtaining a

The next step, not taken place yet, is to meet with the team and individually, listen to any concerns, clarify the departments proposed structure, roles and responsibilities, where this is aligned to business strategy and goals and who will each be encouraged for a `buy in’

Many organizations will either experience a merger or acquisition to try to absorb the costs during unstable market times. Mergers and acquisitions to employee’s usual mean staff reductions and major changes, especially for an acquisition which, is when another company purchases a company and becomes a new company. (McClure, 2016)

Many challenges occur when a merger occurs; especially when it occurs among competitors merge two different organizations into one facility per se disrupts the operation and functionality on all levels involved within the organization. During this transaction, it is an opportunity to combine many knowledgeable individuals, introduce new styles of performing tasks, and introduce different styles of performance.

The third stage preparation the person is willing to take action within the next six months. The person takes small steps that will facilitae their actions fit into their life. At this stage, they may inform family and friends that they might want to change their behaviour.

There is four phases of the M&A process: (i) preparation, (ii) due diligence, (iii) planning integration of the business entities, and (iv) implementation, monitoring, and measurement.

The first stage is Pre-merger phase, two companies need to target the partner and know each other. During 1994 and 1995, a minivan contract in China gave two companies an opportunity to face each other and after that, a jointly owned

After the planning stage, follows the execution stage. This is where all team members put the projected plan to work. According to Stricker (2013), “You'll want to officially kick-off the execution stage with in-person meetings to ensure everyone has what they need to begin executing their part of the project” (4). It is important to make sure that before all team members start working, that they are all on the same page and they have all the materials needed to complete their tasks.

Firstly, the need for achievement is met by understanding that people strive to master difficult situations, endeavors or challenges. This idea works on both an organizational level, as well as an individual level. From an organizational level, it is well known that a merger of this magnitude had never been attempted. With that brings a great challenge to succeed, and lets the leadership work in new and innovative ways to make