How would you advise your management staff to successfully manage this large scale change of the organization?
I would enlighten them that managing organizational change can be for the better or worst sometimes. Many organizations create a partnership to build a centralize complex to recognize the organization differences. When change is implemented a formal strategy need to be put in place, This will allow the organization to identify the impact of forthcoming changes and make organizational or functional changes to ensure service levels are not reduced. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. When first starting to prepare for this change Senior MGMT thought-out; what do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change.
I think that it’s important for my staff to know the benefits of partnering with the other organization, with there funds and our resources we can build a stronger organization, which can aid, finance, and help our growing organization in a given industry that will grow rapidly without having to create another business entity. Senior MGMT of both organizations has discussed best practices and the issues that are the perceived potential benefits behind the merger openly and frankly. (EX.) If organization A's strength is sales and they are absorbing organization B in part because of B's distribution capabilities, make sure A's distribution people know to listen to B's distribution...
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