Organisational Behaviour: David Ortan Plc Case Study
1. Introduction
1.1. David Orton Plc: A brief overview of merger of Orton group and Costwise
David Orton Plc was a result of merger when Orton group, distinguish British Food Retailer Company, acquired Costwise Company in 2005. British CC (competition commission) had reservations at this mighty onset of merger as companies were independently huge retailers already and their reservation was somewhat genuine. The outcome of merger could obviously be a huge monopolize and was evidently aimed at controlling the large market share. The fear laid in commission’s stance that the result of merger will ultimately monopolize certain areas of the region. Nevertheless, it took substantial time to achieve this target as costwise had recognised since very beginning that two companies differ in structure and size therefore it will take quite a while to feel the impact physically.
The impression of this merger let staff members of both companies to feel uncertain and uncomfortable, especially of costwise organisation and they feared that each company will be swallowed by the other. Motivational problems related with finance were of major importance to employees of both companies and here too, employees of costwise tended to complain more. The senior management and executive members of costwise company sought to gather and discuss at large weaknesses and strengths of the organisation on realizing that employees’ attitude and perception toward merger could have substantial impact on company’s performance. This meeting cleared company and its employees’ view of the desired merger and future of company was discussed by management personnel (Huczynski, A. & Buchanan, D., 2007).
1.2. Motivational state of employees
The staff at costwise was more inadequately motivated towards the merger for the most part as capacity is intricately linked with the question of motivation. Some of the employees’ concerns were included salaries issues, intangible rewards, apprehensions,
1.1. David Orton Plc: A brief overview of merger of Orton group and Costwise
David Orton Plc was a result of merger when Orton group, distinguish British Food Retailer Company, acquired Costwise Company in 2005. British CC (competition commission) had reservations at this mighty onset of merger as companies were independently huge retailers already and their reservation was somewhat genuine. The outcome of merger could obviously be a huge monopolize and was evidently aimed at controlling the large market share. The fear laid in commission’s stance that the result of merger will ultimately monopolize certain areas of the region. Nevertheless, it took substantial time to achieve this target as costwise had recognised since very beginning that two companies differ in structure and size therefore it will take quite a while to feel the impact physically.
The impression of this merger let staff members of both companies to feel uncertain and uncomfortable, especially of costwise organisation and they feared that each company will be swallowed by the other. Motivational problems related with finance were of major importance to employees of both companies and here too, employees of costwise tended to complain more. The senior management and executive members of costwise company sought to gather and discuss at large weaknesses and strengths of the organisation on realizing that employees’ attitude and perception toward merger could have substantial impact on company’s performance. This meeting cleared company and its employees’ view of the desired merger and future of company was discussed by management personnel (Huczynski, A. & Buchanan, D., 2007).
1.2. Motivational state of employees
The staff at costwise was more inadequately motivated towards the merger for the most part as capacity is intricately linked with the question of motivation. Some of the employees’ concerns were included salaries issues, intangible rewards, apprehensions,
References: Buchanan, D. & Huczynski, A. (2004) Organisational Behaviour: An Introductory Text, 5th ed., Harlow: FT/Prentice Hall Daus (1997) Gentile, M. C. (1996). Managerial excellence through diversity, Chicago, IL: Irwin; and Joplin, J. R. W., and C. S. Huczynski, A. & Buchanan, D. (2007) Organisational Behaviour: An Introductory Text, 6th ed., Harlow: FT/Prentice Hall Kanigel, R Kelley, H.H. (1999) “Attribution in Social Interaction.” In Attribution: Perceiving the Causes of Behavior. E.E. Jones, et al. Morristown, MJ: General Learning Press. Kinicki, A. & Kreitner, R. (2006) Organizational Behavior: key concepts, skills, & best practices. 2nd ed. McGraw Hill Larbi, G Mullins, L. (2007) Management and Organizational Behaviour. 8th ed. FT/Prentice Hall Myers, D Nelson, D. & Quick, J. (2006) Organizational Behavior: Foundations, Realities & Challenges. 5th ed. Thomson South-Western Robinson, G., and K