Discussion-3MGT
Each response post should be about 175 words.
Response 1
Merger and Unit Integration Issues
A merger is an internal process that requires excellent application of effective leadership styles to enable one to control the situation. It is based on effective leadership that does not only focus on leading but also controlling the situation to avert a crisis that can harm company operations (Fiedler, 2016). During the merger process for a company that I worked for, I experienced serious challenges that I had to deal with to show my leadership abilities. Issues in the short term were related to the building of new relations, setting clear goals and procedures, rewards and punishments to move forward the new business unit.
The longshort-term challenge was the cultural aspect where I had to deal with immediately to avert implications of cultural differences. Even though we worked in the same company, the business units had a specific leadership style and cultural differences (O’Reilly, 2013). Employees in both business units did not share the values, beliefs and assumptions that could influence the behaviour, attitudes and meanings. With the expanded workforce, I had a challenge in communicating with all employees and empowering them to create a culture for all of them to thrive. Dealing with fear, and lack of answers, to explain the reasons for the merger was a great challenge. Besides, employee retention became another issue for this could negatively affect the attitudes of workers and destroy the company’s image.
Conversely, the whole process was an opportunity to develop my cultural intelligence to gain knowledge of facts regarding different works (O’Reilly, 2013). Besides, it created a room to increase my practical awareness and apply what I had learnt to elevate my leadership capabilities. In this view, I had to initiate the decision-making processes flexibly to gather detailed opinions to effect the decision. Besides, I got the opportunity to devise new communication strategies to help in motivating the workers into accepting the new unit and work without resentment (Vroom, 2013). Making the team committed was primary, and therefore, the contingency Fiedler model became handy in assisting me in handling the situation to enhance organizational success.
Patrick
References
Fiedler’s Contingency Theory (2016). Leadership-central. Retrieved from http://www.leadership-central.com/fiedler%27s-contingency-theory.html#axzz3OemkTtoM
O’Reilly, C. (2013). Why is cultural intelligence important? Retrieved from http://www.trainingzone.co.uk/topic/soft-skills/why-cultuiral-intelligence-important/181942
Vroom-Yetton-Jago Decision-making Model of Leadership (2013). Leadership-central. Retrieved from http://www.leadership-central.com/Vroom-Yetton-Jago-decision-making-model-of-leadership.html#axzz3OjpF9lI8
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Response 2
When two separate companies begin talks of merging the purchasing leadership will begin to find themselves in a situation of potential conflicts of both manager positions. Managers typically carry very strong leadership superiority. Additionally, the company that is purchasing has its historical way of doing business and knows the will to adapt to the incoming business philosophy. The short term opportunities that one might face is making the transition and adaption of both managers. Another, short term effect is going to be setting short term goals, ensuring both managers give feedback to effectively communicate, ensuring they understand the way forward. Directive leadership involves letting subordinates know what is expected of them, giving clear guidelines, and making sure they know the rules and procedures to get the work done. Participative leadership involves consulting with subordinates and taking account of their opinions and suggestions when making decisions (Martin, 2012). The long-term effects will be getting both managers to having the same outlook and personality to the adaptation to each other. Managers need to communicate effectively and have the same outlook and where the company is going forward.
The top three elements of the merger plan would be effective communication, instilling the way forward upfront, and ensuring that both managers are equal. Effective communication is delivered by the boss of the two managers leading the meeting and to follow up with feedback from both to ensure the message was delivered. Instilling the way forward will be telling them the goals the merger will consist of and how the managers will need to work together to meet the ownership intent. The last thing is delivering that neither of the managers has superiority over each other. To add to that the boss must identify any repercussion that will happen if either of the managers tries to walk on either. There need to be good leader-member relations, the task with clear goals and procedures, and the ability for the leader to mete out rewards and punishments(Fiedler, 2016). Mergers can be a challenge if a clear and concise message is not delivered upfront.
Willis
References
Fielder, F. (2016). Fiedler's Contingency Theory. Leadership Central, 1. Retrieved from https://www.leadership-central.com/fiedler%27s-contingency-theory.html#axzz3OemkTtoM
Martin, R. (2012). PathGoal Theory of Leadership. Thousand Oaks, CA: Encyclopedia of Group Processes & Intergroup Relations. Retrieved from https://studysites.uk.sagepub.com/northouse6e/study/materials/reference/reference7.2.pdF