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.
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