Racquel S. Chestnut
University of Phoenix
Mergers and acquisitions continue to play a pivotal role in the growth plans of many companies—but getting a merger to yield the expected benefits and support a company’s drive to achieve high performance remains one of the toughest challenges in the corporate world. In the upheaval associated with merging two companies, common “delusions” can set the stage for failure and prolonged executive turnover (Shill & Peters, 2009). The managers who have worked out of the results of all the mergers, acquisitions, and strategic international alliance occurring over the past 20 years know how important it is to knit together the new partners financial, technological, production, and marketing resources (Cascio, 2005). It is a known fact that when companies/organizations start communication about a merger, employee’s intuition starts arising and rumors spread fast about the changes in effect, possible terminations, and employees morale will decrease. As hard as it may be to keep these sorts of rumors from existing, it is up to management to protect the organization, and keep such activity to a minimum. Management must keep open communications with employees, but most important, managers must set the example of proper behavior and ethics when such charges are about to occur.
The purpose of this paper is to examine InterClean-Enviro Tech Merger Scenario, where I am a mid-level sales manager at InterClean, Inc. with three level manages under my responsibility, After examining the information I am to draft a memo to my staff about the importance of behavior exhibited by managers and how their behavior can affect the productivity of his or her co-workers, describe types of management action that align with employment laws and those that do not, and also describe best practices for working within a diverse work environment.
Memo To: Supervisory Team
From: Racquel... [continues]
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