Unit VIII Final Project Essay

John Doe is an individual that left his country in an effort to make a better life. However, he does not have legal status in America and was recently arrested for shoplifting merchandise, which was valued over $1,000. At the time of his arrest, John voluntarily began to make incriminating statements to the arresting officers. At the police station, detectives conducted an interview of John asking him about the theft. John Doe has had no prior arrests, is 35 years old, and most of John Doe’s family still resides in his home country. Due to the amount of money involved, the crime is deemed a felony and John was arrested and placed in the county jail in Toms River, NJ. He is

Buchanan, A. H. (2001). Organizational Behaviour:An Introductory Text (4 ed.). (F. T. Hall, Ed.) Pearson Education.

One of the distinguishing features of cystic fibrosis is the thick mucus that lines both the airways and the intestinal tract of affected individuals. In the respiratory tract, this thick mucus is not removed by the cilia that usually beat and push mucus up into the throat. This thick mucus builds up in the airways, and bacteria trapped in the mucus are not removed. Thus bacterial respiratory infections are extremely common.

Generate a list of the ways in which you believe your responsibilities and the tasks you perform are likely to change because of the merger and your resulting new role. Hint: It may be helpful to make lists of what you imagine to be the circumstances before and after your appointment. For example, two obvious points of comparison involve number of employees (which implies many necessary tasks) and travel inherent in the job. See how long a list you are able to generate.

2. When an acquisition takes place, there is usually a lot of concern on behalf of all the company’s employees.  Not only the company that is being acquired also by the company that is doing the acquisition.  Usually there will be jobs lost, consolidation of positions, promotions, demotions, etc. It is the responsibility of the Human Resources Department to ensure

Kreitner, R., & Kinicki, A. (2013). Organizational behavior (10th ed.). New York, NY: McGraw-Hill/Irwin. Retrieved from

Robbins, S. P., & Judge, T. A. (2015). Organizational behavior (16th ed.). Upper Saddle River, NJ: Prentice Hall. (Note: Refer to Chapter 3)

Kreitner, R., & Kinicki, A. (2013). Organizational behavior (10 ed.). New York, NY: McGraw-Hill/ Irwin. .). Retrieved from http://gcumedia.com/digital-resources/mcgraw-hill/2013/organizational behavior_ebook_10e.php

Maintaining the human needs of the staff members in the merger would entail keeping the employees informed about the organizational changes brought about by the merger. This would mean applying an effective communication strategy that keeps the employees well informed as members of the team. Mainly, during interdepartmental mergers, the nurse leader must build a communication plan throughout the merger process. In this case, the nurse leader clearly communicates details about the merger to every stakeholder affected by the change, including employees, patients, and vendors (Dessler, 2011). Implementing proper channels of communication will facilitate sharing of information between stakeholders, consequently reducing conflict, improves

Over the course of this semester, Organizational Behavior has highlighted numerous topics, which concentrated on

Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th Edition). Boston, MA: Prentice Hall.

Merging cultures after two independent organizations combine requires specific attention. Initially employees will emphasize the differences between organizational cultures and tend to think that their way of doing things is better than the other company (Maden, 2011). The result of misfit between two cultures of merging organization is known as culture clash. The appropriate response to this situation would be to figure out the basic concepts of culture and establish middle grounds that both organizations can agree upon. Middle managers can help relay and explain to staff the newly redefined culture of the organization and its significance. Middle managers help unify an organization because they interpret and transmit the organizational culture (Embertson, 2006). Middle managers serve as a liaison between the senior managers and employees. The use of efficient middle managers is essential in order for the culture of the two organizations to combine. Both the managers and the employees must have a clear understanding of the culture of the organization. The use of middle managers is the best way to ensure that the culture of the organization is understood, by both staff and the managers. Bringing in innovation and successfully implementing changes in an organization is made possible by the use of efficient middle managers (Embertson, 2006). Combining organizations eliminates competition. The two organizations no longer have to worry about competing with

References:Huczynski, A. A. and Buchanan, D. A. (2007) Organizational behaviour: An introductory text. 6th ed., Harlow: Financial Times Prentice Hall.

For most, resistance to change inevitable, for some it is their personality and others it is fear of the unknown. Organizational structure may change through downsizing, outsourcing, acquisitions, or mergers. In this paper, I will be examining resistance to change during a merger and how to manage this type of stressful and many times unclear change in an organization. There are three key strategies for managing resistance to change; communication, participation, and empathy and support. Throughout this paper I will discuss the three strategies above as well as some other contributing factors to change in an organization.

Mergers and acquisitions have developed to be a widespread occurrence in modern era. A merger of the size like Adidas-Armani has repercussion for the labor force of these companies transversely to the world. Although the integration of units gives an immense arrangement of significance to monetary issues and the effects, there are still some issues are the most commonly ignored ones such as human resources, financial management, marketing, sales etc.. Ironically studies confirm that the majority of the mergers not succeed to convey the preferred results because of people associated concerns. The ambiguity resulted by badly handled management issues in mergers and acquisitions have been the foremost grounds for these collapses.