The Merger
I. OBJECTIVES
To select the best managers for the available positions
To finalize the members on the management levels of the merger
To determine on how the co-CEOs will agree with the process of selecting the best managers for the merger
II. PROBLEM STATEMENT
According to the story, the merger had left the Arlington with two managers for almost every available position at upper and middle management levels. The co-CEOs had already selected the executives on board prior to the merging through negotiation – bringing three executives from their respective companies.
However, Peter Lundgren wants a subjective process in choosing the managers in the executive level of the merger. He preferred making personnel decisions based largely on gut instinct. Stanley Ashton, on the other hand, wants to put all the executives through an outside evaluation and appraisal process that includes personality testing, IQ and emotional intelligence testing, and all sorts of other tests, in addition to looking at their performance and business results.
The purpose of this study is to come up with the best way on how the co-CEOs of Arlington Inc. would agree on selecting the managers in the upper and middle management levels of the merger.
III. ANALYSIS OF THE PROBLEM
The co-CEOs of the Arlington Inc. are about to meet for the agreement of filling in the other positions in executive board. They have different point of views in the selection process which is an objective and a subjective one. They already brought in some on the very top levels prior to the merging through negotiation of bringing their most trusted executives on board.
Lundgren wants a subjective process based from human skills while Ashton wants an objective process – evaluating and deliberating test results. Lundgren agreed that Ashton’s decision will hinder the merger from biased and emotional decision, but it will take up so much time that the best managers will get another job and
To select the best managers for the available positions
To finalize the members on the management levels of the merger
To determine on how the co-CEOs will agree with the process of selecting the best managers for the merger
II. PROBLEM STATEMENT
According to the story, the merger had left the Arlington with two managers for almost every available position at upper and middle management levels. The co-CEOs had already selected the executives on board prior to the merging through negotiation – bringing three executives from their respective companies.
However, Peter Lundgren wants a subjective process in choosing the managers in the executive level of the merger. He preferred making personnel decisions based largely on gut instinct. Stanley Ashton, on the other hand, wants to put all the executives through an outside evaluation and appraisal process that includes personality testing, IQ and emotional intelligence testing, and all sorts of other tests, in addition to looking at their performance and business results.
The purpose of this study is to come up with the best way on how the co-CEOs of Arlington Inc. would agree on selecting the managers in the upper and middle management levels of the merger.
III. ANALYSIS OF THE PROBLEM
The co-CEOs of the Arlington Inc. are about to meet for the agreement of filling in the other positions in executive board. They have different point of views in the selection process which is an objective and a subjective one. They already brought in some on the very top levels prior to the merging through negotiation of bringing their most trusted executives on board.
Lundgren wants a subjective process based from human skills while Ashton wants an objective process – evaluating and deliberating test results. Lundgren agreed that Ashton’s decision will hinder the merger from biased and emotional decision, but it will take up so much time that the best managers will get another job and