“Culture has emerged as one of the dominant barriers to effective integrations. Companies with different cultures find it difficult, if not impossible, to communicate and operate effectively.” ~Deloitte M&A Institute A highly successful company in Germany acquired a distressed company with its headquarters in the USA which operates in the USA, China and Brazil. This acquisition resulted in the “new” company having employees in multiple states and countries. There were many differences in these two companies including HR practices, markets served and leadership philosophies. The CEO quickly saw the issues and brought in help. He implemented an approach to address the critical aspects of the shift within their culture. ● He started by developing the mission, vision, values and behaviors reflective of this “new” company. ● At the same time, a needs assessment was done with employees to get their concerns. Not surprisingly, a perceived lack of communication was the top issue. ● From there, the leadership team worked to establish a year-long communication plan that adopted multiple communication channels. ● In addition, the organization had doubled in size shining a light on management and leadership. Neither organizations’ management had ever been provided with training. So they needed to identify management competencies and then implemented a full scale management university to address critical management gaps. In conjunction with this training, one-on-one coaching was provided to the senior leaders. Question- Based on the countries as included in the scenario, state the varying approaches to decision making that can occur cross-culturally and then suggest the best style of decision making that should be implemented based on the information included in the scenario and your research.
“Culture has emerged as one of the dominant barriers to effective integrations. Companies with different cultures find it difficult, if not impossible, to communicate and operate effectively.” ~Deloitte M&A Institute
A highly successful company in Germany acquired a distressed company with its headquarters in the USA which operates in the USA, China and Brazil. This acquisition resulted in the “new” company having employees in multiple states and countries. There were many differences in these two companies including HR practices, markets served and leadership philosophies. The CEO quickly saw the issues and brought in help. He implemented an approach to address the critical aspects of the shift within their culture.
● He started by developing the mission, vision, values and behaviors reflective of this “new” company.
● At the same time, a needs assessment was done with employees to get their concerns. Not surprisingly, a perceived lack of communication was the top issue.
● From there, the leadership team worked to establish a year-long communication plan that adopted multiple communication channels.
● In addition, the organization had doubled in size shining a light on management and leadership. Neither organizations’ management had ever been provided with training. So they needed to identify management competencies and then implemented a full scale management university to address critical management gaps. In conjunction with this training, one-on-one coaching was provided to the senior leaders.
Question-
Based on the countries as included in the scenario, state the varying approaches to decision making that can occur cross-culturally and then suggest the best style of decision making that should be implemented based on the information included in the scenario and your research.
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