"Motivation, leader behavior and power, interpersonal communication, group structure and processes, learning, attitude development and perception, change processes, conflict, work design, and work stress" (Robbins, p. 17) are factors that must be considered regardless of the environment. The organization utilizes these processes to decide which issues are important and how to best handle them.
The decisions the organization makes based on its organizational behavior studies help to ensure smooth transitions, success in meeting goals and well informed, trustful employees for the duration of the merger process.
Organizational behavior issues to be addressed for the organization to be prepared for an upcoming merger are:
1.Employee perceptions about the merger.
2.Ethical guidelines being adhered to during the merger.
3.Acceptance of employees with diverse personalities and work habits.
4.Keeping employees motivated in the face of change.
5.The roles managers take, including the functions of the managers roles and how they influence and impact employees before, during and after the merger and acquisition.
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After evaluating the needs of the organization through management functions, the organization defines the three management roles and decides the best role. The interpersonal role allows managers to keep employees motivated and provide informative updates. In this role, the manager acts as a figurehead for employees to take direction.
3.Acceptance of employees with diverse personalities and work habits.
After corporate mergers and acquisitions, employees are afraid of starting over. Whether it is seeking new work or changing positions, it creates an uneasiness within the organization. Embracing new change such as mergers and acquisitions takes time and effort that the participants may not want to invest in.
10.What are your thoughts about your role in the merger
Organizational behavior issues to be addressed for the organization to be prepared for an upcoming merger are:
The decisional role allows the manager to initiate change by identifying opportunities, applying decisions concerning budget and manpower allocations, identifying and handling crisis, and acting as negotiator in contractual matters. All these elements prove invaluable to the manager during the merger process.
In the informational level, a manager becomes a spokesperson for the organization. The manager is responsible for keeping employees informed of the changes occurring within the organization as well as sharing their contributions impacting change.
8.What changes do you think the merger or acquisition will bring
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