...Culture What is this powerful force called “organizational culture” that can determine success or failure in an acquisition and merger. It has been defined in various ways that to work with the culture of an organization is to work with all aspects of a company. “It is the traditions, shared beliefs, and expectations about how individuals behave and accomplish tasks in organizations (Cartwright & Cooper, 1993).” All organizations have a culture, and consistent set of beliefs, shared by most of the members of the organization about how people should behave at work and what tasks and goals are important. The culture also includes and is shaped by the pattern of successful internal responses to adapt to external threats and issues. Since, the culture is results of past successes it will resist change even though a change in the environment, specifically a merger or acquisition, might impose a change in the culture. Economic globalization is viewed by some as the best hope for world stability, by others as the greatest threat. But almost everyone accepts that businesses of all types must embrace it. Organizational culture is a big aspect to globalizations. For recent years more and more international companies has merged. There are very successful acquisitions and mergers, but on the other hand, there are also unsuccessful mergers due to the differences of corporate culture. Some factors of the difference of corporate culture that firms need to consider in acquisition...
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...Office of Environmental Management Corporate Projects Initiative January 2003 Definition of EM Completion and DOE Site Closure This fact sheet defines critical points in the cleanup process, specifies where the Office of Environmental Management (EM) programmatic responsibility ends, and clarifies the responsibilities of other Program Secretarial Offices managing a site after EM’s mission is complete. Accordingly, these definitions serve as the framework for developing or revising strategic plans, site baselines, and implementation plans. Environmental Management (Cleanup) includes those activities necessary to evaluate and mitigate a release or threat of release of a hazardous substance that may pose a risk to human health or the environment. Cleanup activities may include source term remediation, facility disposition, ground water response measures, surface water response measures, and legacy waste management (e.g., transuranic and orphan waste disposition). The term cleanup is used interchangeably with the terms remedial action, removal action, response action, and corrective action. Response Action Completion occurs when a specific response attains its response action objective(s)/cleanup criteria such that no land use restrictions remain (e.g., contaminant concentrations reduced to acceptable, healthbased levels in ground water). EM Completion occurs when: 1) all required short-term response activities at a specific site are complete (e.g., soil excavation, cap construction...
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...Succeeding the Founder How to Lead a Successful Transition as the Successor Photo Copyright © 2012 Judd Patterson Photo Copyright © 2012 Judd Patterson Reprinted by permission from The CEO Advantage Journal, a publication of CEO Advisors, LLC. Visit w w w.tcajournal.com. by Ben Anderson-Ray and John Kobasic N AUGUST 24, 2011, Steve Jobs resigned his role as Apple CEO and was replaced by Tim Cook. This followed a seven-month period in which Cook was already functioning O O as CEO while Jobs focused on fighting the health problems that ultimately took his life on October 5. Many are watching to see how this unique leadership transition will work out for Apple, but it is not the first unique leadership transition they have faced. Jobs, of course, was the cofounder of Apple, but organizational infighting led to his ouster when John Sculley took over in the mid-1980s. Sculley oversaw the growth of the Macintosh and thus the company, but when that growth slowed and new internal issues arose, a series of CEOs failed to get the company back on track. In 1997, a more experienced Jobs returned and drove tremendous growth. The leadership history of Apple is a good reminder that a leadership transition–particularly one involving the founder– presents both risk and opportunity to any organization. If done poorly, it spawns uncertainty, conflict, and stress, stalling growth and exacerbating misalignment that may or may not have already been there. If done well...
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...organization changes the people within the company must also transition. Transition means a person has to let go, say goodbye, and live outside his or her comfort zone. To illustrate an organizational change I choose Budget Panels and their employees as an example. Budget panels went through a series of eras. The final era was the acquirement in 1986 by Hon Industries. This acquisition brought many transformations in the company, for the employees as well as new pricing, products, and services. This paper will follow Budget Panels transitions; describe the change transition curve, and the influence of global and internal environments. First, a small summary of how Budget Panels was originated and the organizations transition into the final era. Budget Panels was created by entrepreneur Gary White. Gary started Budget Panels in the garage of his home in the early 1980s. The company produced office partitions. The organization quickly grew and evolved from an entrepreneurial business to a professional management structure in a new location in Kent, Washington. The company also changed their name from Budget Panels to Budget Panels Incorporated also known as BPI. The next six years the company grew at an alarming rate, establishing two work shifts to meet customer needs. During this period there were numerous first order changes. The company was beginning to build its corporate identity, a vision and mission statement was established, and the company was transitioning from the neighborhood...
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...organization that won’t be experiencing some kind of staff transition in the future? Are you aware of an individual who won’t be dealing with a transition of some sort in pursuit of his/her career track? Webster defines transition as: “a passing from one condition, place, etc. to another.” Therefore, we’re not talking only about someone becoming a CEO, although that high level transition is certainly covered in this book. Michael Watkins provides a great hands-on guide to anyone dealing with any one of a multitude of transitions ranging from a job change or promotion to launching a start-up or leading a turnaround. Watkins points out the obvious by noting that as long as there have been leaders, there have been leadership transitions. The changing of the guard and the challenges it poses for the new leader are as old as human society. Those challenges have not gotten any easier given the complexity of modern organizations and the speed at which business is conducted. Watkins knows of what he speaks as he is a noted leadership transition expert as well as an Associate Professor of Business Administration at Harvard Business School. The author said he was struck, as we all should be, by how few companies invested in helping their precious leadership assets succeed during transitions—arguably the most critical junctures in their careers. Why do companies leave their people to sink or swim? What would it be worth to companies if managers entering critical new positions could take charge...
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...internal projects and also some external projects based on its capabilities and extra capacity. However there are multiple problems in the way the ISD was organized and operated that was leading to ineffectiveness, inefficiency, organizational conflicts and leading to not attainment of business goals and strategy. Some of the issues included not having a proper project management structure and dedicated personnel, personal power conflicts and non cooperation from operations managers, lack of clarity and direction for employees. The current ISD director is planned to be replaced by a new director who is expected to change the structure, processes and culture of the organization, while managing expectations and relationships to help ISD and the company achieve goals and strategic objectives. 2. Highlight three enterprise management causes/considerations and three project management causes/considerations for the situation. Include what seemed to be missing. Answer – Enterprise management causes and considerations include having an alignment between organizational and IT strategy, existing organizational structure that is not well defined and lack of skills and knowledge on how to effectively manage and run IT projects. Project management causes and considerations in this case include not having defined roles and responsibilities for people in projects, ad hoc manner of selecting and implementing projects, there not being systems and...
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...with Disabilities Act (IDEA, 2004) requires transition planning to prepare students for upcoming adulthood responsibilities and demands that the process be results oriented. The most common transition goal result being skilled based employment. Effective transition planning at the high school level is vital for individuals with intellectual disabilities to develop job and vocational skills. Post-secondary transition goals are developed for every individual at the high school level with the intention of harnessing the individual’s interests and skills into paid employment after graduation. IDEA identities transition services as a “coordinated set of activities” that promote movement from “school to post school activities.” Research studies report that post school activities and employment rates for individuals with intellectual disabilities were slightly under fifty percent according to Douck and Joshi (2012). Years of transition goal development and implementation occur at the high school level with the primary focus of employment for the individual. If transition planning and skill development are effective at the high school level, why do current employment statistics reveal less than fifty percent of individuals with mild intellectual disabilities obtain employment and less that twenty percent of individuals with severe intellectual disabilities? The purpose of this literature review is to examine high school transition planning and its correlation to the employment...
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...Shephard case. The company added extra obligations and responsibilities to be managed with the addition of the ISD department, which made the work load that already existed to become more of a deficit than a benefit to the company. The main focus was to resolve internal projects to a satisfying level and incorporate the needs of the external customers with sufficient supported outcomes of both. 2. Highlight three enterprise management causes/considerations and three project management causes/considerations for the situation. Include what seemed to be missing. From the business objective, the implementation of the ISD department was added too rapidly, and the addition of about 50 new employees created a budget increase where this could have been minimized or alleviated. The business did not have a well thought out plan when they added the ISD division, with no project supervisor that could have focused on this new implementation. The business did not allow the Division Director to focus on strategic planning and policy formulation as a main focus to help enhance the company. The projects X and Y were not guided by individual project managers, which caused the Director to be solely responsible for the daily performance of them. There was no head person or supervisor in place to deal with customer inquiries and needs. The Idea of the matrix would seem to be a proven effective internal structure for the department to follow that way the success of the company will be laid out...
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...inspiration in the making of this paper; the researchers family and friends, who have supported the researchers in their time of need; Mr. Sherwin Magon, who provided us with invaluable information regarding the Transition; the Directory of Open Access Journals, who gave the researchers references to complete the research paper; and the almighty father, who gave the researchers strength to battle through the tough times the researchers encountered during the process of creating this research paper “Cultivate the habit of being grateful for every good thing that comes to you, and to give thanks continuously. And because all things have contributed to your advancement, you should include all things in your gratitude.” ― Ralph Waldo Emerson D.N.C.F J.C.M.F A.R.O.G Abstract Today, Transportation has become one of our daily needs. With the introduction of Terrafugia’s flying car: the Transition, this necessity would become less of a problem in our day-to-day lives. This research aimed to discover the problems, prospects and possibilities that the Transition will bring. The researchers used a qualitative method of research using library research. The researchers also Interviewed Engr. Sherwin Magon to have a broader understanding on the concept of flying cars. the Transition is a light sport aircraft approved by the National Aviation Society. It has...
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...when it was time to transition to an online presence, an attempt to sell the company in 2008 failed yet the company continued doing business. create an aggregate review of an establishment for subscribers to utilize. Problems came when it was time to transition to an online presence, an attempt to sell the company in 2008 failed yet the company continued doing business. Q2. compare Zagat's and Yelp's e-commerce business models. How have those models affected each company's Web strategy 1. Zagat used a membership type model when entering the e-commerce market creating an elite status market, and kept the model close to what they were comfortable with when writing books 2. Yelp used a social media type model going off of the wiki model where anyone in the world can add content. Q3. Why was Zagat's content well suited for the Web and for the mobile digital platform? - Zagat's is digital content is very well suited for the internet - Content is streamlined, with a minimal number of search boxes and links immediately available. - Organized by several major “hub” cities as well as popular lists of the top restaurants of a certain type. Collects information from surveys of customers of restaurants, hotels, and night life. From surveys they create an aggregate review of an establishment for subscribers to utilize. Problems came when it was time to transition to an online presence, an attempt to sell the company in 2008 failed yet the company continued doing business...
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...Why Organizational Change Candis Burton MGT/380 November 14, 2012 Tangelia Frazier Why Organizational Change When a business first enters into the market the organization develops goals and missions that they have set forth to achieve. However, during the lifetime of the company there are many internal and external factors that can affect the company from reaching their goals and achieving their set forth mission. Most organizations make changes daily in order to guarantee the services or products provided fit the needs of the customers. Dollar Tree is a company is well known for their prices. If the company decided to undergo a significant reorganization there would be changes the entire organization would have to adapt to. In the reorganization process there are stages in the transition curve that the organization has to follow. When managing change it's important to recognize that transition is an individual reaction. The role of managers is to help others through to new beginnings whilst maintaining the level of activity or service. Here are some points to bear in mind when assessing where people are on the transition curve. The first stage in the process is called the endings. Staff may acutely feel the loss of the familiarity and security they felt in the organization before this and other changes occurred. They are likely to be trying to reconcile or accept the fact that things will now be different from the way they have been. They will...
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...op yo rP os t www.hbr.org H B R CAS E ST U D Y Can Transition expand without losing its elite aura? Six commentators offer expert advice. AND COMMENTARY How Do You Grow a Premium Brand? by Regina Fazio Maruca Do No tC • Reprint 95205 H B R CAS E ST U D Y rP os t Transition is the Tiffany of health clubs. Now its owner wants to expand. op yo How Do You Grow a Premium Brand? No tC Do COPYRIGHT © 1995 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Regina Fazio Maruca It was a great idea. The first of its kind. A series of ultrapremium health clubs located in major cities throughout the world. Targeted at senior executives too busy to eat. Frequent business travelers. Singles. People who just plain liked the extra attention and pampering and could afford to pay for the best. And it really had taken off. Since its flagship club had opened at one of New York City’s most prestigious addresses 15 years ago, Transition’s sales had doubled each year. The first location, a 25,000-square-foot facility with 14 full-time staff members, plus numerous sales associates, was almost maxed out at 2,300 members. Within its first two years of operation, Transition had opened similarly popular facilities in other major cities: Chicago, Washington, Los Angeles, London, Paris, Milan, Singapore, Hong Kong, and Tokyo. Within five years, it was also operating through the five-star Printemps...
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...Financial process management and control is improved with automation. IFRS transition offers a classic opportunity to exploit the benefits of ERP. The inherent value of consolidated transaction management and reporting systems becomes clear in a financial data conversion process. The ledger and subledger systems (where core data resides and feeds the GAAP-based GL) are the sources of the data conversion process. In the same way that ERP efficiently consolidates large volumes of financial and operational data for management visibility and reporting, companies can leverage the ERP system to consolidate multi-GAAP reporting for IFRS conversion. b. Financial information management is improved with a streamlined global chart of accounts. Comprehensive financial data management that includes financial controls, transparent reporting, and audit and security management is embedded in ERP systems like Epicor. A globally standardized accounting regimen will reduce the time and resources required to provide manual conversions still seen today. Combined with the consolidated financial resources of ERP, a globally streamlined chart of accounts under IFRS c. Teams work together to efficiently achieve a common objective. Internal best practices developed over many years of project and program management are immediately valuable to the IFRS transition project. Costs escalate, time and again, when companies extensively outsource these competencies or abdicate internal program management...
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...new products to the market. This has lead to the need to perform change and innovation by developing and establishing a protocol that will aid the company in releasing new product in a timely and efficient manner. Our current process of new product manufacturing requires a change in protocol in order to allow our organization to become more efficient and successful. To develop this new protocol, the help of key stakeholders will be required. I will require the stakeholders to meet twice a week for one hour every meeting, for a total period of three months to develop such protocol. The following report will describe the below points: * Challenges, Transition Process & Change strategy * Hierarchy of Needs Analysis, Implementation Analysis, Loss Management * Successful Implementation and Celebration Strategies Our company is currently facing tough economic times. We cannot afford to continue losing market share to our competitors due to inefficient manufacturing processes when introducing new product to the market. I believe that this project will be a milestone for the company which encompasses the mission of exercising continuous improvement towards excellence. Table of Contents Executive summary 2 1. Part A - Challenges, Transition Process & Change Strategy 4 1.1. Challenges 4 1.2. Transition Process 5 1.3. Change Strategy 6 2. Part B - Hierarchy of Needs Analysis, Implementation Analysis, Loss Management 7 2.1. Hierarchy of Needs...
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...transitional period of the company by building a guiding team. I feel it's fundamental to creating a successful change in any organization. Furthermore, the cohesion of the employees will be more effective overall. During the last two months of the company prior to the change, I would create a team of creditable employees consisting of managers and workers. The goal of this change management team would be to convey a message that is clear to avoid any confusion among the ranks of the employees. Furthermore, the team would help answer questions and give advice for employee's; that will be leaving the company in the near future, as well as employees that might be changing positions, or employees that could be transferring to another division entirely. I feel by building a team to help manage the new changes the next three months following the acquisition will become a smother transition. During the next three months, I would have the team focus giving attention to the retained employees, by reassurance and guidance of the fact that letting go of the old company culture and thinking of the new culture and adapting to it should be done easily. This would ultimately give the employees more productive and efficient work in the future and long run, and will make the employees feel more comfortable about the transition. William Bridges has good thoughts on change called the marathon effect which will give employees a better understanding of the transition. Trust and honesty goes along...
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