Team B: Samantha Dillaha, Lori Moore, Nadine Streleski-Flanders,
Christine Voelkel, and Melissa Warwick-Schwarz
University of Phoenix
Transition Plan I: The Human Element behind Mergers and Acquisitions
Merger shareholders were holding onto millions of dollars decision making whether company would be acquired. The company thought the risk was price the bereavement or success. The shareholders thought it was a risk they were volition to take. This is how companies like Merger Incorporated engage in acquisitions. Companies ofttimes have to make decisions such as this. During this acquisition process, managers of Merger observe issues, address needs, set ahead performance goals, and offer tips to trip individuals or departments to help the team succeed. Decisions will be make among individuals, departments and the company in to create change and help promote think over satisfaction while trying to eliminate uncalled-for perceptions.
Organizational mergers and acquisitions are increasing common in at present’s economic climate. The most common cause of failure among mergers is unresolved conflicts in organisational culture (Robbins & Judge, 2009).

In essence, corporations who endeavor to merge should pay attention to the people within the makeupal culture in bon ton to ensure success.
One of the initial problems to arise when employees learn they are merging or be acquired is the internal rumor mill. Employees may “worry about job loss, job satisfaction and worker stress because of perceived changes to the organization and its culture” (Giffords & Dina, 2003, p. 72). While may be aware of the advantages in merging, the employees will not see the reasons why and will be unsure or fearful. Employees may see the merger as a hostile takeover rather than a dogmatic partnership. LaMarsh (2006) argues that resistance to change is inevitable and recommends change leadership as a possible...If you want to get a full essay, order it on our website: Ordercustompaper.com
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