Any significant change in a structure will influence individuals at all levels of an organization. In order for a smooth transition to occur, management is responsible for the developing of an effective strategic integration plan (Mawhinney, 1999). The "how- a company deals with change will determine the process of the merger: Let us focus on three levels the individual, group, and structure.
The Individual first hears the news about their organization being acquired. Emotions become paralyzed until reality sets in, they then begin to realize the full impact it will have on them as an individual. Confusion is on the rise; concentration skills become distorted, performance decreases resulting in little or no productivity. The responsibility of a manager is to quickly adjust to the changing circumstances and pull the group back together.
The Group will need to deal with the integration process in their own time. They will need to join with the other company's group and deal with issues that are even more complex. The process of learning each other's work style, procedures, and communication skills can create a stressful environment. Attempting to resist change will only bring division amongst the groups. Management needs to provide an open forum where members of each group have the opportunity to ventilate and discuss their differences in an orderly fashion. Therefore, dealing with the problematic issues can determine the differences between success and failure of a company. Mergers can pose managerial challenges, but at the same time can make an organization competitive and able to achieve more of its true potential. .
The Structure- using all means of communication for example meetings, memos, and written instructions to inform all personnel of the changes the company is facing can alleviate tension in the environment. Keeping a sense of motivation and constant re-assurance will help keep the employees focused.
