Organizational behavior issues to be addressed for the organization to be prepared for an upcoming merger are:.
1. Employee perceptions about the merger.
2. Ethical guidelines being adhered to during the merger.
3. Acceptance of employees with diverse personalities and work habits.
4. Keeping employees motivated in the face of change.
5. The roles managers take, including the functions of the managers roles and how they influence and impact employees before, during and after the merger and acquisition.
The fifth issue listed encompasses solutions for handling almost any issue that arises during the merger. .
Probably the most important organizational behavior issue the organization faces during the merger and acquisition process is that of the management roles. The three management roles to be considered are the interpersonal role, the informational role, and the decisional role. The organization needs to decide which of these roles best fulfills the goals they hope to achieve.
By evaluating management functions, the organization best decides which role most effectively works during the merger procedures. The four management functions the organization will evaluate are planning, organizing, leading, and controlling. In organizing transitions, management prioritizes employee job functions, allocation of resources, and institutes work flow procedures. Coaching an employee to be successful often results in greater success for the organization despite the uncertainties the merger creates for employees. Coaching an employee to remain focused during these times creates stability and endurance within the workforce. Controlling is used by management to assess if goals are being met. Using subjective or objective measures, the organization can keep track of the progress. .
After evaluating the needs of the organization through management functions, the organization defines the three management roles and decides the best role.
