Change Management Resitance Hared Review Essay

2176 words - 9 pages

Appendix 12 Formulation and Analysis of Merger with Implications for Intervention Introduction to Merger Scenario A merger can be defined as: The combining of two or more entities through the direct acquisition by one of the net assets of the other, either friendly or hostile, for cash or for stock.’ It is often expected that the merging of organizations will result in an increase in profitability due to there being an increase in efficiency and economies of scale. However, the reality is often a different matter, with mergers resulting in lower productivity, higher levels of absenteeism and a higher accident rate. In both the USA and the UK, between 50 and 80 percent of organizational mergers are regarded as unsuccessful financially (Marks & Mirvis, 2002). Of all mergers regarded as failures, ‘employee problems’ are estimated to be responsible for between a third and a half. The present merger involves a large corporation with two other (smaller) corporations and can be termed a horizontal merger, as all three corporations operate in the same market. This merger involves the reintegration of people, which contrasts with, say, the conglomerate merger, which pertains to merger only at the administrative and financial level between otherwise unrelated firms. Within a merger between related firms, integration is necessary to prevent the duplication of functions and will require the re-organization of operations and work groups. The author is assuming that the large corporation is the acquiring firm and the two smaller corporations the acquired, and that the companies will absorb each other culturally speaking. This merger could therefore be viewed as a traditional organizational ‘marriage’ in which there will be wide-scale change with the acquired firms adopting and becoming absorbed into the procedures, practices, philosophy and culture of the acquiring firm. Conceptualization of the merger scenario Merger can be conceptualized by drawing upon two theories of identity: social identity theory (SIT) (Tajfel, 1972) and process identity theory (IPT) (Breakwell, 1986). This is only a partial conceptualization, focusing on the people side of mergers. To add weight to this formulation, notions of cultural integration will also be drawn upon. Identity is to do with meaning, the meaning you give yourself, and is tied to different aspects of your experience. Organizational identity, is organization specific, and can be defined simply as ‘an individual’s perceived oneness with the organization.’ (Ashforth & Mael, 1989: 23). SIT proposes that individuals classify themselves and others into a variety of social categories, one of which is organizational membership. Identity is divided into personal identity (abilities, interests, psychological traits, and so on) and social identity (salient group classifications). Organizational identity is a form of social identity (as the organization can be viewed as a social category/grouping) in which the distinctiveness of...

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