Company Presentation

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An Overview of My Company

As the human resource manager of a global corporation that is involved in the manufacture of motor vehicles, I consider the company to have a commendable culture. Employees within the company are accustomed to working with very little or no supervision. The culture of our company holds high-standard morals and expects the employees to exceed expectations. The company currently has a Code of Ethics Policy that guides employees’ internal behavior, as well as their professional behavior outside of the organization. The company’s Code of Ethics Policy is intended to maintain ethical and good behavior amongst all employees. The employees are expected to respect all customers and stakeholders. Employees are also encouraged to work in teams. Teamwork is vital to the operation and success of any company. For this very reason, we have established team building programs that help employees work together proficiently and effectively. The company has a reputable culture of offering its employees sufficient pay for quality labor. Employee salaries are consistent, in order to reduce the number of cases where employees of equivalent positions are not compensated various amounts of money (Goffee & Jones, 2003). Our company encourages and supports research programs, such as those that are conducted individually or via a substantial amount of teamwork. Our company believes that we actually manufacture the best motor vehicles in the entire world. Furthermore, the company’s mission is to utilize company values and code of ethics to produce high-quality results that will exceed consumer expectations.

Overview of the Purchased Company

The corporation that our company has purchased and chosen to merge with is a foreign corporation that also produces motor vehicles. In fact, the referenced company was one of our competitors. The company’s culture involves a centralized form of administration. The majority of work-related issues and employee complaints were handled centrally. The merge of both companies was beneficial to the foreign corporation because of their lack of administrators in comparison to our company. Decisions were made solely by senior level management. The employees were expected to abide by a strict guidelines regarding their job performance and duties. One thing both companies have in common is that both companies encourage teamwork. Although many of the merged companies’ employees were foreigners, they were expected to use language in a formal and ethical manner which exemplifies their level of respect for one another.

Steps Taken to Unify Company Cultures

Once the merge of two companies has taken place, the cultures of both companies must be unified. The unification of the two companies avoids work-related complications and establishes a balanced working environment. Culture unification ensures that business operations run smoothly and efficiently. It also ensures that all personnel are focused on the same company goals and objectives (Risberg, 2006). In order to ensure that the companies undergo a successful culture unification, the first step that has to be taken is merging the vision and values of both companies and making it one. The vision and core values of the two corporations should be integrated so that they form one statement that reflects the vision and core values of both companies. All senior level, entry level and management staff should be involved in the decisions made with regards to merging the visions of both companies. The successful completion of the aforementioned process helps the merged companies to focus more on the same issues, as well as values that will ultimately determine the company’s culture.

The second step is to establish an executive sponsorship program for the new organization. Senior leaders and management staff from both companies should be required to participate in the program, including trusted leaders at the executive level, which provides reassurance to the employees that their needs and concerns will be represented and respected. The new recognition program should be used as a positive communication tool that reflects the company’s vision and values to the employees.

Step three should be to evaluate measurable goals and performance measures that track employee success within the new organization. Specific objectives should be included within the program to enhance the progress of the merged cultures and create a culture that will be appreciated across the global workforce.

The fourth step should involve building trust amongst the employees from both companies. Trust amongst employees is essential since they will be working with one another. At the conclusion of this process, the company will have built its culture and foundation on trust.

Step five is to offer an employee survey. Employees should be evaluated on their current job satisfaction and work performance, as well as have an opportunity to provide feedback to the company expressing their thoughts and opinions regarding company management and improvement. All employees should be evaluated on a yearly basis to monitor their progress and adaptability to the new company norm.

The sixth step should be to conduct an orientation to inform the employees of company changes, employee expectations and culture unification which makes employees conscious of the forthcoming change in leadership and the environment. This type of procedure aids in preparing the mindset of employees so that they are aware of the changes that will take place within the company and helps them to embrace the changes (Phelps, Kline, 2009).

Step seven is to reassure employees of their job security. Most employees are afraid of the usual retrenchment when companies merge.

Finally, the eighth step is to launch a transitional program about the new company vision, values and culture. This step is vital at the finalization of the merging process because of the cultural shift and transition that will take place within the organization after the successful merge.

In conclusion, all employees should be involved in all of the previously mentioned steps throughout the merging process because it ensures a successful unification of the company’s vision, values and culture.

References

Goffee, R. & Jones, G. (2003). The character of a corporation: how your company's culture can make or break your business. London: Profile.

Phelps, M. & Kline, D. (2009). Burning the ships intellectual property and the transformation of Microsoft. Hoboken, N.J: Wiley.

Risberg, A. (2006). Mergers and acquisitions a critical reader. London New York: Routledge.