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Ethics

In: Business and Management

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Cem Kiper Leadership Diary Individual Task

April 2012 – September 2013

The purpose of the case study
The team decided to co-write a diagnosis case study based on one member’s idea enriched by the other members’ own experiences. They successfully coordinated meeting off-site, presenting their ideas and analysing organizational change and human issues and their possible solutions focused on strategic leadership, culture values and international change in a Mergers and Acquisitions context affecting an international Telecoms group. This process fostered effective teamwork and communication through social networking, information sharing and group learning.

A brief confidential interview with an employee from “Water Group” working in HR Audit Department, led the team to make many assumptions regarding the corporate strategy and the social climate prevailing during the integration phase.

The names, the dates, the figures of the companies and people involved were modified and coded to protect confidentiality and anonymity: “Water Group” or “Water TC” acquired “Wind Telecom”.

Keywords:
Coordination, control, interpersonal, structure conflict, change, M&A, succession planning, organizational learning, change processes, frameworks, inertia, obstacles, adaptation of innovations, local context and cultural framing.

|Table of contents: |
|1. The Context. Water Telecom acquired Wind |
|1.1 The Acquisition |
|1.2 The “Monitoring” Project |
|2. Detailed Analysis of the situation |
|2.1 Coordination, Leadership & Control |
|2.1.1. The “Monitoring” Unit: Objectives and Sub-Project structure |
|2.1.2. Brief History of the Project |
|2.1.2.1 No shared vision, leadership and the will to build innovative organization |
|2.1.2.2 No effective teamwork, role clarification and high involvement |
|2.1.3 Possible solutions |
|2.2 Conflict |
|2.2.1 Types of conflicts |
|2.2.2 How to rebuild trust? |
|2.2.3 Possible solutions |
|2.3 Change & Transformation |
|2.3.1 Organizational change-induced resistance |
|2.3.2 Change management appropriate processes |
|2.3.2.1 Phase 1 - Preparing for change |
|2.3.2.2 Phase 2 - Managing change |
|2.3.2.3 Phase 3 - Reinforcing change |
|2.3.3 Organizational Learning |
|3. Conclusion |
|4. References |
|5. Appendices |

By hiring a new Project Leader and a mediator, who both take over the role of the offender in the re-building trust process, we believe that this situation with new managers may positively stimulate the victim’s (Wind’s teams divisions) willingness to reconcile[1].

situation: they held a strong resistance against this project, to avoid, as they envisioned it, a system change that would eventually allow management to lay off employees from these departments. In their mind, centralizing the monitoring system in another department would consequently induced over-staffing, as fewer technicians would be required to supervise the global network.
[pic]
Figure 5 : Maslow’s Hierarchy of Needs

Maslow’s hierarchy of needs theory[2] shows that individuals’ developmental psychology is based on five stages of growth: Maslow uses the terms Physiological, Safety, Belongingness and Love, Esteem, and Self-Actualization needs as a description of the pattern that human motivations move through.

4. References

(1) M. Beer and R. A. Eisenstat, American Medical Technologies Inc. Learning capabilities needed to implement strategic change
(2) Marilynn B.Brewer & Norman Miller, Groups in contact: the psychology of desegregation 1984
(3) Marilynn B.Brewer & Norman Miller, Intergroup Relations, 1997
(4) Stephen R. COVEY, L’étoffe des leaders, Original text : “PRINCIPLE-CENTERED-LEADERSHIP”,1990, french edition 2006
(5) Dr Lynn Crawford and Christine Brett, Exploring the Role of the Project Sponsor, members of the Project Management Institute, (University of Technology in Sydney, Australia).
(6) Michel Crozier, The Actor and the System, 1977
(7) Donald M. DePamphilis, Mergers, Acquisitions, and other Restructuring Activities, Oxford, 2012.
(8) Gene Gitelson, John W. Bing, Ed.D., and Lionel Laroche, Ph.D., P.E. The Impact of Culture on Mergers & Acquisitions CMA Management, March 2001.
(9) M.Gypta, L.Boyd &F.Kuzmits, The evaporating cloud: a tool for resolving workplace conflict.
(10) Michael Harrison, Diagnosing Organizations: Methods, Models, And Processes, 3rd edition, revised 2005
(11) Michelle LeBaron & Bruce Grundison, Conflict and Culture: Research in Five Communities in British Columbia, Canada. 1993 University of Victoria Institute for Dispute Resolution.
(12) Incose (2004) : A system can be broadly defined as an integrated set of elements that accomplish a defined objective.
(13) Abraham Maslow, A Theory of Human Motivation, 1943
(14) Christopher Moore, The Mediation Process: Practical Strategies for Resolving Conflict, 2nd ed., (San Francisco: Jossey-Bass Publishers, 1996).
(15) Colin S. Pittendrigh in 1958. Etymology: “Teleos” - aim, goal - and “Nomos” - law, rule.
(16) Muzafer Sherif, Robbers Cave Experiment, 1988.
(17) Herbert Simon, regarding Complex Adaptive Systems - CAS - and Adaptive Learning Environment.
(18) Nadler and Tushman, The Nadler-Tushman Congruence model for Organization Analysis, 1980
(19) John Thompson and Frank Martin, Strategic Management: Awareness and Change, Hampshire, 2010
(20) Joe Tidd and John Bessant, Managing innovation, integrating Technological, Market and Organizational Change, London, 2011
(21) E.D.Tomlinson & R. Lewicki, Trust and Trust Building. Beyond Intractability. University of Chicago 2003
(22) E.D.Tomlinson & R. Lewicki, Managing distrust in intractable conflicts. Conflict Resolution Quarterly 2006
(23) Water TC Sustainable Development Report 2005-2006.
(24) Introduction of Wind in Stock Exchange Market, Roadshow, November 2004.
(25) Water company Annual Report 2001.
(26) Water company Annual Report 2004.
(27) Williamson, Comparative Economic Organization, 1991.
(28) “Le ‘capital’ de XX XX est humain”, La Gazette du XXXXX, n. 296, 30 Dec. 2002.

5. Appendices

-----------------------
[1] E.D.Tomlinson & R. Lewicki, Trust and Trust Building. Beyond Intractability. University of Chicago 2003.
[2] Abraham Maslow, A Theory of Human Motivation, 1943.

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