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Annotated bibliography on the role of organizational culture
Functions of Organizational culture
Annotated bibliography on the role of organizational culture
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Managing Change in Organizations
We will like to start with some facts to show the importance the importance of managing cultures in the organisation and how lack managing changes could haunt back the companies in terms of mergers and acqusions.
The challenges to merge, and so change two organizations is so huge and it always requires a lot of resources and the right people. According to Business journal ’The successful merging of cultures is difficult, traumatic, and crucial. Individuals and companies with different histories, values, expectations, and beliefs are asked to adopt a unified perspective and to serve as a cohesive unit. This is made more difficult by the fact that in almost any merger situation there are perceptions of “winners” and “losers” as well as fear and uncertainty regarding the future.
The stakes involved are great. Quite simply, mergers often fail, and culture clashes are a key reason for that failure. One 10-year study of 340 major acquisitions found that total shareholder returns for 57% of the merged concerns lagged behind their industry averages three years after the merger (Lublin & O’Brian, 1997). Other studies conclude that over 60% of mergers fail in their intended purpose (Carleton, 1997).
And according to New York Times or the Wall Street Journal clearly demonstrates that success in merging cultures (that is, in preventing “culture clash”) is critical to positive merger outcomes. In fact, many management experts cite culture clashes as the primary cause of merger failures (Lublin & O’Brian, 1997). Several recent mergers have suffered from culture clashes. For example, success of the merger of Harty Press, an old-line printer, and Pre-Press Graphics, a high-tech desktop publishing concern, was jeopardized by a severe culture clash (Welles, 1994). Culture clashes following the merger of Boeing Co. and McDonnell Douglas have thrown Boeing off course, with its stock well below pre-merger levels (Bernstein, Reinhardt, & Browder, 1998). In similar fashion, the $4 billion acquisition of Santa Fe Corp. by Burlington Northern, the largest in history when it was completed, has become one of the industry’s most disappointing, in large part because of unanticipated cultural gaps. Many other culture-related merger disappointments could be cited.
Then its so clear that managing culture is so important and in this paper we will discuss why managing change is so difficult and why there is always resistance to it. We have to note that employees do not always welcome change and there are the main hindrances as shown many studies conducted over the years.
The reason this topic was chosen was because the Martins chain as well as the Ukrops chain had specific characteristics/ symbols that could be used to define each chain. The concepts that the Martins takeover exemplified were prime examples of the topics we discussed in class. In class, we discussed the organizational culture and how it affects an organization. The Martins takeover is an excellent example of the ways organizational culture affects an organization. In this case, the Ukrops dominant culture just couldn’t compete with Martins. Even though Ukrops had an outstanding positive culture, this is one example of how the national culture had a tremendous effect on the local culture within the Ukrops chain. When the Ukrops managers thought about how their organization was being affected globally, they made the conscientious decision to sell to Martins. Because organizations depend heavily on foreign markets, the managers of Ukrops decided that Martins would be a much better fit to the community.
Leadership succession in a merger of equals is an article, which examines the implications of leadership succession in an extreme form of mergers, a merger of equals, can yield important findings to better understand what allows some mergers to succeed while others fail (Cheng, 2012). Mergers and acquisitions are much more common these days and only a few of them end up being successes. Even though mergers and acquisitions do not result in much success rate, many organizations still prefer it because, it is used as a cooperative strategy but nowadays it is used for cooperative development. Cultural differences and merger integration can be considered as an important factor in the failure rate, but this study mainly focused on the choice of leadership succession and merge of equals. Mergers of Equals Mergers of equals is the combination of two organizations of similar size to form a single organization.
Mergers and acquisitions transpire because in tough eras, firms yearn to benefit by buying new technologies, operatives reductions, grasping economies of scale quicker, and enhanced marketplace grasp and industry visibility. This is the immaculate scenario for a coalition, but many a times it’s the opposite case. Such synergy might just be in the minds of the heads of the two firms, and might or might not craft an enhanced value....
A merger is a partial or total combination of two separate business firms and forming of a new one. There are predominantly two kinds of mergers: partial and complete. Partial merger usually involves the combination of joint ventures and inter-corporate stock purchases. Complete mergers are results in blending of identities and the creation of a single succeeding firm. (Hicks, 2012, p 491). Mergers in the healthcare sector, particularly horizontal hospital mergers wherein two or more hospitals merge into a single corporation, are increasing both in frequency and importance. (Gaughan, 2002). This paper is an attempt to study the impact of the merger of two competing healthcare organization and will also attempt to propose appropriate clinical and managerial interventions.
Aspects of the perceived culture in an o organization, such as, level of communication among members, the level of support in regard for new innovations and technology, as well as the amount of support by upper level management all have a positive influence on the manner employees behave and interact with each other as well as how they treat consumers and suppliers. If employees emulate a manager that does not share the same values and beliefs of others within the organization, or that does not share a good work ethic, employees will not complete tasks and fail to be productive. It works as well in the opposite manner; when employees see a manager who supports a company’s mission, its goals, and business strategy, the organizational culture of the company will aide in providing a clear direction for employees to follow and strive towards. Ultimately, the culture supports desire business strategies and the overall mission of an organization, and the capacity of the culture is dependent on just how intensely employees share the values and basic assumption of the
The purpose of this paper is to attempt to recompile information about the merger of two corporations; one of many taking places i...
To examine the impacts of a merger and determine if communication with employees could mitigate the expected negative effects of mergers and acquisition on them, a field experiment was conducted with the focus to provide a clearer picture of the effects over time of the merger and communication with employees.
The soft factors can make or break a successful change process, since new structures and strategies are difficult to build upon inappropriate cultures and values. These problems often come up in the dissatisfying results of spectacular mega-mergers. The lack of success and synergies in such mergers is often based in a clash of completely different cultures, values, and styles, which make it difficult to establish effective common systems and structuresBased on the case study, extensive research and annual reports of AT&T the writer has mapped AT&T in the different domains. AT&T should strive to attain a perfect circle as close to the centre as possible, which indicates total synergy, order and equilibrium. Where the circle is skewed drastic change is needed as it moves closer to the outer ring of chaos:
Culture in the workplace can be the driving force for a business and can make or break a company when it comes down to it. Culture can be the reason one company does better than another or even survives for that matter. It is also important to understand the culture of a business to be able to thrive in the workplace environment. Think about what type of values, attitude, beliefs, and expectations you want to live by before you get a job somewhere at a business (“It’s All About Culture”2017). Is this the atmosphere you want to practically spend much of your life in? When we think about culture we think about different places of the world. Organizational culture is
That brings a great challenge to succeed, and lets the leadership work in new and innovative ways to make such a merger successful. McClelland’s theory states, in regards to the need for achievement, that people strive “To excel one’s self.to rival and surpass others. to increase self-regard by the successful exercise of talent” (Kreitner & Kinicki, 2010, p. 215). By this definition, the merger would motivate leadership to excel in the face of a challenge, and to increase their professional self-regard in their success in doing so. On an individual level, you are asking the performers and employees to recognize both economic and social climates, and to come together in action to save both their careers, as well as their passion for life....
Marks, M. L., & Mirvis, P. H. (2011). A framework for the human resources role in managing culture in mergers and acquisitions. Human resource management, 50(6), 859-877. doi: 10.1002hrm.20445
Mergers and acquisitions immediately impact organizations with changes in ownership, in ideology, and eventually, in practice. There are multiple reasons, motives, economic forces and institutional factors that can, taken together or in isolation, influence corporate decisions to engage in mergers or acquisitions. The financial risks of merging with or acquiring an organization in another country and how those risks can be mitigated are important issues for corporations to conduct research on. This paper will examine the sensible and dubious reasons for mergers and acquisitions and the benefits and costs of the cash and stock transactions.
Organisational culture is emergent and socially created by constant interactions of organisational members with their environment as well as with each other. Looking at the former, Schein (1985) defines culture as learned solutions to problems that arise from positive problem-solving situations, be it problems of “external adaptation” or “internal integration”. Essentially, when confronted a problem that threatens the continuing survival of an organisation, members of the organisation would try out various responses until they discover one that most effectively remedies the situation. This solution, once accepted, is absorbed into the culture and becomes a cultural norm. For the latter, culture also emerges as a way for members to cope with environmental anxieties. For example, in order to cope with the stress of their occupational responsibilities and develop an effective way to communicate their points with each other, members of an organisation may develop their own jargon and language, which then becomes an implicit cultural
Simply speaking, a company’s structure and design can be viewed as its body, and its culture as its soul. Because industries and situations vary significantly, it would be difficult and risky to propose there is a “one size fits all” culture template that meets the needs of all organizations” (Nov 30, 2012). Those organizations who have shared beliefs and values and have organized methods on chain of command going to have positive outcomes. This will help shaping their employees views and performances. The growth and profit of the business relays on their employees and their performances. Culture is the core which will help and encourage all different level workers. If the core itself is weak, it will weaken the atmosphere of the business. Many companies announce that they have great culture but fail to implement to the lower level of workers. The basic issue is when organization has one set of culture and thinks one culture will meet the needs of all the workers. Each business is different and each individual is unique and have different beliefs and behaviors. The culture that is right for one individual might not work the same for the others. The ideal approach in this case would be, looking at the bigger picture of diverse working environment and give importance and respect to what are the ranges of business firms to achieve the perfect culture for organization. Sometimes one size fits all will not going to fit anybody, so the organization have to keep their ideas open and value everyone’s presence respecting all of their culture for the betterment and
It brought organisational culture to the performance of a company, which has become a critical topic in management department. In addition to organisational culture, organisations need to be aware and prepared for changes in the expanding workforce as business grows. Companies are faced with maximizing benefits as well as profits while minimizing negative factors that come from those changes. There is no one answer to the issue, but some of the guidelines are clear. Awareness of organisational culture, teamwork, individual performance, external environment adaptation, leadership, and measurement of organisational culture are key factors that lead a company to perform better.