When Consultants & Clients Clash

Moreover, merger of the two companies carries along risks to human resources as it increases in insecurity among employees, lower levels of satisfaction at work, less affective commitment, and a loss of trust in the firms and management teams. Those issues would lead to difficulty in bending cultures, reductions in service levels, poor motivation and loss of key people and clients, and eventually impede the ability of the two companies to achieve their longer-term objectives and result in the failure of merger. [9]

Dhruv Dar, Sanjay Kumar and Vijay Aggarwal wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of

Within an organization effective commination requires clear objectives along with sound strategies. In each business communication is crucial. Whether big or small the most effective instrument in organizations pertains to communication. Misunderstanding and challenges emerge with one-on-one interactions. Nevertheless, businesses influence effective communication strategies through persistent communication. However, a conductive environment on every level opens the door to communication whereby enabling the organizational members freely to express their ideas, criticisms, and feedback. When managers engage in conversation

In the first chapter, Coyne discusses the basic concept outline of evolution, and brings clarity to the common misconceptions thought and said about how the science works, and the large misuse of the word theory. The first chapter of this book also defines very carefully each of the main hypothesis of evolutionary theory. Which stands in dissimilarity to many other treatments of evolution, which all have a propensity to confuse some readers by integrating different meanings of the word. Coyne also divides Darwinism into six components. They are: evolution which means change over time, gradualism which is a policy of slower change rather than sudden change or a revolution, speciation which is the evolutionary process where a new biological species

The second major barrier to a successful merger between the two companies is a lack of corporate cohesion. The corporate cultures of both companies are very distinct. Royal biscuit is a new corporation that grew rapidly under the entrepreneurial expertise of one man, while Edeling is a mature family-owned business. The companies differ historically, politically and foundationally. Members of both corporations are expressing resistance towards the merger. Royal biscuit employees feel threatened by the merger and are engaging in anti-German antics; some workers don’t want to be loose their job to an Edeling worker or, in other words, to “some sausage-eater” (Reimus, B., 2004, p. 3). Edeling employees, instead, feel that Royal Biscuit employees don’t respect their corporate history. Therefore, it is imperative that Brighton and Wallach come to a cultural compromise in order to collaborate on a leadership plan and create competencies between employees within both of the

In a developmental perspective of relational dynamics, communications researcher Mark Knapp, developed a model of relation stages. In Knapp’s model, he included 10 stages, within 2 broad phases, “coming together” at the beginning of the relationship and “coming apart” at the end. The first phases encompasses the first 5 stages, the last phase includes the last 5. However, other researchers have suggested that a third phase, “relational maintenance,” should be included. This stage encompasses the fourth, fifth, sixth, and seventh stages. These ten stages are as follows.

For example, the evolution of an eye went through a large number of intermediate steps all of which had some incremental changes when compared to the previous ones. The idea that all evolution was gradual is contested by some authors claiming that some evolutionary changes of profound type happened in only one or two generations when organisms containing some profound genetic mutations found them very useful and established a whole new species (Theißen 2009). Theißen (2009), for instance, claims that the emergence of some features of some organisms cannot be explained any other way than postulating these sudden profound changes. However, gradualism should not be excluded and it can be regarded as a normal mode of evolutionary progress, while these sudden “saltations” provided an alternative mode.

This paper discusses the theory of evolution in detail. Topics this paper will address include defining the theory of evolution and explaining how the theory has evolved over time, as well as highlighting the strengths and weaknesses of the theory and examining how effective the theory is in today’s world.

When companies combine/merge the whole objective is to gain new opportunities, gain market share, grow the business, to become more innovative and to improve product offerings, utilizing/sharing the existing resources and data. From the case

Final Paper Knapp’s Relationship Model details how relationships begin and further develop, as well as how they grow to end. Knapp has a Relationship Escalation Model, detailing the stages of “Coming Together,” as well as a Relationship Termination Model, detailing the stages of “Coming Apart” (“Knapp’s Relationship Model,” 2010). In total, Knapp outlines ten stages of relationships. Knapp’s Relationship Escalation Model has five stages.

Leading by example is the most effective way to produce results. The middle managers in most companies are more approachable than top management; therefore it is imperative that middle managers are on board with the new vision of the company and display this in a positive way. While the merger is occurring it is essential to build a team atmosphere, full of open communication, honesty, and teamwork. Each employee from both companies should feel as though their positions is important, and their cooperation is essential to the success of the forming company. Once the merger is complete, it is all about the new culture, staying visible, approachable, and communicating information early and often (Bolton & Lewis, 1998). Aside from ensuring employees are blending well, it is important to focus on patient care. There will be changes implemented at every phase of the merger, but it is important not let misunderstandings, or issues within the staff affect the quality of care given to the patients.

Communication is a vital element in at these stage of change process, constantly relaying information to all stakeholders including employees who might be laid off in the merger process, managers and administration. Bozak (2003) clarifies the above saying opening up and been honest and truthful about communication settles doubts in the minds of players involved the change process, which creates a “sense of security and trust in all those involved with the proposed change.” The inclusion of direct employees in the change processes like planning and decision making will promote a feeling of belongingness and empowerment, which in both long and short run will help to overcome majority resistance, because they understand the benefits to them, the company and their target clients. During the unfreezing stage, the important point in this stage is actively engaging all parties to work towards accentuating the positive driving forces and diminishing the restraining forces so that the merger and the inherent changes are successfully

The secondary issues that the merging hospitals face are the lack of personnel. A lot of employees are leaving the facility because of the emergence of hospitals and work overload. Both organizations have to adapt to various changes such as different mission statements; and communication amongst staff members and leadership styles. For example PRMC cooperate managers made all of the policy and other management decisions; versus BRMC who was participative of their staff.

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

The contents of this document define specific consideration for the legal and ethical issues within the whole merger process, accompanying with suggested implementation plan for managing the prospect legal and ethical anxieties for the merger, the proposed plan clarifies establishing an ethical and healthy work environment with proposed resolution to the mentioned issues.