Essays on The Merger Between the Two Institutions Coursework

Download full paperFile format: .doc, available for editing

The paper "The Merger Between the Two Institutions" is a great example of management coursework.   The merger between the two institutions is bound to provide new opportunities as well as challenges to the management team that will assume office after the transition. Effective change management will demand the need for adequate planning and identification of issues that pose a risk to the success of the merger. Factors such as misgauging of the strategic and cultural fit, the presence of communication gaps, poor leadership, and economic problems may impede successful merger and transition.

In addition, such problems can be solved through the establishment of a common and concise vision through an efficient leadership team that is focused primarily on organizational success and gaining favor and commitment from the people. Research is indicative that mergers can be highly influenced by the inherent cultural differences. Leaders are responsible for establishing the appropriate culture and precedence for relationships within the new organization (Pollack, 2003, 171). The pressure for success may give rise to incidences of conflicts between the leadership and management of the two teams.

The alignment of corporate strategies from both institutions is a critical step towards the achievement of a successful transition and merger into one entity (Kilfoil, & Groenewald, 2005, 14). Consideration Factors It is imperative that the management team selected to oversee the transition into one entity takes into consideration the various issues that negatively influence the achievement of success (Duck, 2001, 27). The factors that are known to result in the failed mergers are explained as follows Misgauging Strategic Fit This is whereby the merger may be termed as too extensive as what may be expected.

This is relative to the lack of compatibility in the core competencies of the two institutions. The lack of compatibility may be brought about by a lack of similar technologies and bureaucracies.

Bibliography

Abbasa, H, Khalidb, A, Buttc, A, & Zafar, F, 2014, Merger Failures & Corporate Strategy: Change Management to Solve the Query. International Journal of Sciences: Basic and Applied Research (IJSBAR), 13(1): 90-102

Anderson, LA & Anderson, D, 2004, How to be a strong leader in the face of uncertainty. Retrieved July 13, 2004 from http://www.workinfo.com/newsletter.

Applebaum, SH, Gandell, J, Shapiro, BT, Belisle, P & Hoeven, E, 2001, Anatomy of a merger: behavior of organizational factors and processes throughout the pre- during- post-stages (part 2), Management Decision, 38 (10), 1-11.

Brousseau, KR, 1989, Navigating the merger transition. Journal of organizational change management, 2 (1), 72-78.

Buckingham, M & Coffman, C, 1999, First, break all the rules: What the world’s greatest managers do differently. London: Free Press.

Collins, J, 2001, Good to great: Why some companies make the leap and others don’t. New York: HarperBusiness.

Demers, C, Giroux, N & Chreim, S, 2003, Merger and acquisition announcements as corporate wedding narratives. Journal of organizational change, 16 (2), 223-242.

Duck, JD, 2001, The change monster: The human forces that fuel or foil corporate transformation and change. New York: Three Rivers Press.

Hay, R, Lowe, D, Gibb, D & Anderson, B, 2002, Breaking the mould: Deakin University, the first twenty-five years. Geelong: eakin University.

Kazík, R, 2013, The impact of the corporate culture on the success or the failure of mergers and acquisitions. Journal of Economic Literature (JEL), 60-70.

Kilfoil, W. R. & Groenewald, T. 2005, Mergers and Change Management At The Micro Level: A Case Study. SA Journal of Human Resource Management, 3 (2): 11-18

McCarthy, K.J & Dolfsma, W, 2012, Understanding Mergers and Acquisitions in the 21st Century: A Multidisciplinary Approach.

Mindszenthy, B & Roberts, G, 2001, ‘Team Leaders and the Communication Loop’, Strategic Communication Management, 28–31.

Ottoway, RN, 1983, The change agent: A taxonomy in relation to the change process. Human relations, 36 (4), 361-392.

Pollack, L, 2003, Leading organizational change. Seminar: The Pennsylvania State University, Office of Human Resources.

South Africa, 2001, Department of Education. National plan for higher education. Pretoria.

Tellis, W, 1997, Application of a case study methodology. The qualitative Report, 3 (3).

Download full paperFile format: .doc, available for editing
Contact Us