The paper 'Organizational Culture and Its Effectiveness in Kentucky Fried Chicken " is a good example of a management case study. The impact of globalization has had a tremendous influence on the way businesses are run today. As competition comes not just from domestic manufacturers and service industries, but also from other countries, the need to be highly competitive and qualitative, mandates better management practices and work environment. Markets have become global and so too have standards and practices. With the opening up of markets just about in every part of the world, many manufacturers and service providers have used the more-than-attractive benefits available abroad to decrease production and operation costs to increase their profits and pass on a major part of this to their customers.
It is because of this that one sees the emergence of mergers and acquisitions. By merging or acquiring companies abroad, the amalgamation of the combined units can cut costs, reduce competition and consequentially increase market share. Thus, business leaders meticulously design the strategic intent, resources, systems, and structures to propel a successful union. Barrows (2007) states that “ dynamic market forces such as global competition, changing customer expectations, and new communication technology, combined with career challenges due to ongoing industry consolidation and corporate restructuring, mandate continuous learning and the sharing of ideas. ” This requires constant updating of HR and industry policies.
It’ s a senior manager’ s prerogative to create an atmosphere within the hotel that keeps abreast of changing attitudes and forms. During a merger, or an association, as in the case of KFC, executives from both the merging groups diligently absorb the various technological and strategically strengths of the other and put them into practice to enhance their combined competitiveness in the market, however, the biggest problem they face is their ignorance of the complexity of variant cultures.
Most conglomerates barge into the acquired company and obliterate the long-standing traditions, practices, and policies to mold it into a faceless subsidiary. Even in case of an equal partnership, the merger of two like-minded organizations can lose their identity and individualistic charm as they overlook the interests of their workforce.
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