Attached is the scenario and question 1+2.
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Merger and Unit Integration Issues
As a leader/manager, one circumstance you may encounter is the necessity to integrate or merge two organizational units. This can be a very stressful period where, if not properly managed, a good deal of tension and/or conflict can arise… often leading to decreased organizational performance. Consider that seniors have dictated that your, and another manager’s units must merge over a period of the next 3 months. You are to be the leader of the newly merged group, though the previous manager will remain on staff. Your new boss-to-be asked you to immediately submit a merger plan.
- What are the arrays of issues/challenges/opportunities you face?
- What are the key elements of your plan?
- If you have previously been involved in an actual unit merger, please feel free to share the organizational dynamics you experienced as well as any lessons learned.
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TD 3
Merger and Unit Integration Issues
As a leader/manager, one circumstance you may encounter is the necessity to integrate or merge two organizational units. This can be a very stressful period where, if not properly managed, a good deal of tension and/or conflict can arise… often leading to decreased organizational performance. Consider that seniors have dictated that your, and another manager’s units must merge over a period of the next 3 months. You are to be the leader of the newly merged group, though the previous manager will remain on staff. Your new boss-to-be asked you to immediately submit a merger plan.
- What are the arrays of issues/challenges/opportunities you face?
- What are the key elements of your plan?
- If you have previously been involved in an actual unit merger, please feel free to share the organizational dynamics you experienced as well as any lessons learned.
I’ll give you a bunch of sources and a description of each (and with a diverse bunch of mergers and organizations). You’ll see some repetition, while certain writers on this topic also stress different things.
You have more than enough information here to put together a decent paper.
Here is an important source:
This is a case study of change management of two units in the Hewlett-Packard Corporation.
Management must be out front during the change (merger of two inter-company units). They also must take full responsibility. The focus must, at least at first, come from the top.
Management cannot be dogmatic – they must maintain a great degree of flexibility.
Two central steps:
enthusiasm for the change must be maintained
strong vision articulated for all employees – there has to be a goal that all understand.
Management must be seen as competent – in merging, your most trusted and experienced managers should be put in charge. This perception is essential.
There must be a strong structure in place to iron out any ambiguities in terms of both the process and goals of change. (This is similar to management needing to be up front and very visible throughout).
Employees must be empowered. Management should have an open door policy so that all views can be taken into consideration.
Big changes done in small steps (page 16)
Managers need to be trained first in the new changes – then they communicate that to employees.
Certain leisure time activities between members of the two departments is important to build friendships and a sense of working together.
Be careful of rumors – this can cause problems down the road. Make sure all communication is clear, constant and regular.
Positive thinking important – negativity will create change resistance.
Most change is what is called 20-60-20: 20% will love the change and 20% will hate it. 60% will be indifferent and wait for orders. Merging the two offices will come to depend on the actions of that 20% who want the …
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