This report tries to analyse the problems the Paper Converters Limited met in the post-merger integration and management. It aim to review the organsational change and management and talent management of PMI, create a new corporate culture and high-performance project teams, successful communication strategies and make recommendations for the Paper Converters Limited. From the case, culture plays a crucial part in post-merger integration and management. Organsational culture and international culture are very important to a high-performance project teams for the organisation. The use of PMI is also effective. The manager should put the emphasis on culture, including organisational cultures and international cultures, which will make the success of the organisation. The purpose of this report is to analyse the situation of Paper Converter in organsational culture and international culture to find out why the company failed and how to overcome this situation.
Table of Content
2. Organisational Change and Management
3. Creating a new Corporate Culture
4. Creating high – performance project teams
5. Talent Management in PMI
6. Successful Communication Strategies
Paper Converters Limited was established from the merger of the two companies: Dyson Paper Ltd and Jones Sales Agents Ltd. With the growth of sales volume in West and Middle-east Africa, the company confronted the problem of production capacity but it overcame the hard issue. Then they had a joint venture in Zambia. However, it cannot get expected results. When they have used some procedures, which were used in the UK before, and they found procedures cannot work in Zambia. It is found that the clash of cultures is relevant with post-merger and expansion. The purpose of this report are to review the organsational change and management, understand ways of creating a new corporate culture and high-performance project teams, review the importance of talent management in PMI, provide some successful communication strategies, make recommendations and conclusion.
2. Organsational Culture and Change Management
Organisational culture means the shared values, traditions, customs, philosophy, and policies of a corporation; also, the professional atmosphere that grows from this and affects behavior and performance (Rugman and Collinson, 2009). The culture of an organisation is the typical way of doing things in the organisation. It particularly relates to behaviour patterns and relationships (Hofstede G.H., 1980). It is also exemplified itself through the perceived characteristic of the organisation. It consists of a set of basic assumptions and beliefs which has been proved to successfully suit the operation of organisation on a daily basis and which also function as a yardstick by which the problem and probable solution can be distinguished and analysed (Johnson, 1992).
Alan Dyson, the founder of Dyson Paper, instils a culture in which every employee knows what their job is, and each individual job forms part of the greater whole. It seems reasonable and scientific, but it means all works are around individuals, not like a team. He believes that the operational efficiency is the result of structure and control. Obviously, he just focuses on high productivity and neglected the morale of employees and team sprits. However, Barry Jones, who founded Jones Sales Agents, he claimed flexible management. He believes that everyone was prepared to accept responsibility for their own work and the team. In other word, Barry trust and lax control of his employees. Thus it can be seen that the culture of these two firms is totally different, and the differences was continue existing after merged. The Paper Converters Limited ran as two companies.