Dunn Ski Emporium Case Study

Introduction

Joseph Dunn is the Manager and General Manager of Dunn’s Ski Emporium. In efforts to expand his business, he wants to acquire additional property to support the growth of his ski emporium. George Atkins, Owner of Atkins Deli, is soon to retire and Joseph Dunn is in the market for purchasing the Deli. In order to propose a merger of the two businesses, Dunn will design a leadership plan by collaborating with George on an integration strategy that creates a culture of engagement to help both businesses create a new identity. The goal of the new organizational structure is to create a new identity and alignment on a shared vision, mission, and values.

Organizational Goals

Purpose

The Dunn Ski emporium has been in business for

(Bowser, 2015) For this reason, character traits like communication, integrity, self-awareness, social awareness, lead by example, and humility will give him the character he needs to overcome the challenges and obstacles of integrating the two businesses.

According to Mark Brenner, Ph.D., chairman of the executive coaching and organization, Global Consulting Partnership, “Two cultures must be brought together and blended to create a collaborative high-performance new company.” (Knilans, 2009)

Next Dunn must create an organizational structure that supports the shared vision of both George and himself.

In merging the two organizations Dunn’s role as a social architect is to design a strong cultural integration plan that revolves around George’s position in the new company and a shared vision between both Dunn and George.

Figure 1 - Approach Creating Organizational Change

Therefore, Dunn must copartner with George to create a cross organizational structure that is an effective technique, then reform the internal network by building techniques to create a shared

(Smith, 2001)

To prevent employee disengagement, Dunn must establish communication skills with employees by creating a new culture of engagement to increase an employees’ sense of belonging, motivation and engagement. (Gilbert, 2005)

Within the new identity of the organization, each department will have a team leader responsible for training employees. The team leaders will be the most qualified employees from each department willing to go through a two-week program to enable them to train others to be efficient in all aspects of each organization.

The employees will work with team leaders on a 3 team schedule that rotate from both the Ski shop and The Deli shop so to be trained in every aspect of both businesses. These are the main drivers and are essential to maintaining the energy and drive to successfully move through the stress of the integration process.

Figure 3 Lateral Organizational