The document discusses the results of a study on the important factors to consider when managing organizational changes due to an acquisition or changes in organizational structure. Communication, transparency, and addressing rumors were found to be very important, while flexibility, compatibility, training, and addressing grievances were deemed less important for acquisitions. For organizational structure changes, communication, transparency, and addressing rumors were also important, while flexibility was more so, and compatibility, training, and addressing grievances were less important. The study analyzed responses from managers and executives across various industries to evaluate these change management factors.

1. INTRODUCING AND MANAGING
ORGANISATIONAL CHANGES
Important Factors to be considered during Acquisition and
Organizational Structure Changes

2. Research Objective
 Empirical Study signifying the important factors in case of change
processes when there is an “ACQUISITION” in the company
 Empirical Study signifying the important factors in case of change
processes when there is an “ORGANISATIONAL STRUCTURE CHANGE” in the
company

3. Methodology
Factors considered for both kind of changes :
Communication
 Transparency
 Flexibility
 Compatibility
 Training
 Motivational drive
 Ways of communication
 Grievances
 Rumors

4. Methodology
• To discuss the Important Factors for Change Management in case of Acquisition and
Organization Structure Change in a company. A hypothetical situation was drafted and
questions based on the 9 factors as discussed above were drafted and responses
were collected from participants.
• Five options ranging from Strongly Agree to Strongly Disagree were provided to
participants to answer each question. Scores were assigned to each option from 5 to
1 respectively.

5. Demographics of Participants
Manager
26%
Astt. Manager
26%
Executive /
Engineer /
Consultant
28%
Sr. Executive / Sr.
Engineer / Sr.
Consultant
20%
Designation-wise distribution of participants

6. Demographics of Participants
IT
33%
Mfg
39%
Bank
10%
Insurance
8%
Telecom
1%
Consultancy
9%
Sector-wise distribution of participants

7. Hypothetical Situations
Acquisition Change Situation
Your Company has been acquired by a giant player in your sector. Due to this acquisition
a lot of changes are on the verge of happening.
These changes may include a role change, a department change or a hierarchy change.
It is expected that due to these changes, almost all employees including you will be
affected.
Organizational Structure Change Situation
Your Company is undergoing an Organizational Structure Change. Earlier there were
several layers in the hierarchy level, but now the company has decided to reduce the
layers of hierarchy due to which whole Organizational Structure will be changed.
It is expected that due to this Organizational Structure change, almost all employees
including you will be affected.

8. Result of Data Analysis
Methodology
• Average score of each factor based on the responses given by each participant. The
average score of each factor will be related to the options given to participants.
• If average score of some factor is 3 participants are not sure about the importance of
that particular factor for change management during Acquisition kind of change
happening in the organization as score 3 relates to Neutral option.
• If average score of some factor is more than 3, we can conclude that participants
agree that particular factor is important for change management during Acquisition
kind of change.
• If average score of some factor is less than 3, we can conclude that participants
disagree that particular factor is important for change management during
Acquisition kind of change i.e. particular factor doesn’t have much importance for
this kind of change.

9. Result of Data Analysis - Acquisition
Graphs showing average score of each factor for Acquisition
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
SCORES
Acquisition

10. Result of Data Analysis - Acquisition
Fraction of participants’ responses from Strongly Agree to Strongly Disagree
0
20
40
60
80
100
120
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

11. Result of Data Analysis - Acquisition
• Overall Change
Average score of this factor is more than 4 we can conclude that participants
strongly agree that any resistance to change management should be removed.
• Communication
Average score for communication is more than 4 as per our survey which signifies the
importance of communication during Acquisition.
Our participants strongly agree to the fact that the communication of the change
process should be timely and relevant
• Transparency
As average score is more than 4 we can conclude that our participants strongly agree
to the fact that there should be transparency during the acquisition process.
By Transparency we hereby mean that if any change is happening, reasons underlying
changes should be clearly communicated to those who will be affected by change

12. Result of Data Analysis - Acquisition
• Flexibility
Flexibility has got a score less than 3 in our survey result which indicates that
this factor doesn’t play much important role in case of changes happening due to
acquisition.
Flexibility factor on the questionnaire measures the exchange of ideas during change
process and involvement of employees during the change process
• Compatibility
Average score for compatibility is also less than 3 which signifies that compatibility
checking during Acquisition also doesn’t play much important role.
By compatibility we intend to check the conflict management during change process.
If any conflict arises during change process, whether these should be looked for and
try to be solved
• Training
Training has got an average score of more than 3 which indicates that Training plays
positive role in successfully implementing changes arising out of Acquisition

13. Result of Data Analysis - Acquisition
• Motivational drive
Average score for Motivational Drive is around 4. Our participants however not
strongly but agree that Motivational Drive from Top Management plays a positive role
while successfully managing changes
Motivational Drive from Top Management means Any mail from COO/CEO regarding
importance of project for overall growth of organization.
• Grievances
Average score for Grievances is less than 3, Grievances adressal doesn’t Acquisition
much role while managing changes due to Acquisition.
By Grievances, we intend to check the impact of 1 on 1 interviews to address the
grievances arising out of apprehension about the change process
• Rumors
As average score is more than 4. Our participants strongly agree to the fact that
Rumors play a very negative role in successfully managing Changes
Rumors arise when there is lack of information from management side and employees
get information from their peers which is not an authenticated source of information

14. Result of Data Analysis – Organisational
Structure Change
Graphs showing average score of each factor for Organizational Structure Change
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
SCORES
Organizational Structure Change

15. Result of Data Analysis – Organisational
Structure Change
Fraction of participants’ responses from Strongly Agree to Strongly Disagree
0
10
20
30
40
50
60
70
80
90
100
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

16. Result of Data Analysis – Organisational
Structure Change
• Overall Change
As the average score of this question is approximately 4 we can conclude that
participants agree that any resistance to change management should be removed
• Communication
Average score for communication is approximately equal to 4 as per our survey which
signifies the importance of communication during Organizational Structure Change .
Our participants strongly agree to the fact that the communication of the change
process should be timely and relevant
• Transparency
As average score is more than 4 we can conclude that our participants strongly agree
to the fact that there should be transparency during the organizational structure
changes.
By Transparency we hereby mean that if any change is happening, reasons underlying
changes should be clearly communicated to those who will be affected by change

17. • Flexibility
Flexibility has got a score more than 4 which indicates that this factor play a very
important role in case of organizational structure changes
Flexibility factor on the questionnaire measures the exchange of ideas during change
process and involvement of employees during the change process
• Compatibility
Average score for compatibility is less than 3 which signifies that compatibility
checking during Organizational Structure changes also doesn’t play much important
role.
By compatibility we intend to check the conflict management during change process.
If any conflict arises during change process, whether these should be looked for and
try to be solved
• Training
Training has got an average score of less than 3 which indicates that Training doesn’t
play much important role in successfully implementing these changes.
Result of Data Analysis – Organisational
Structure Change

18. Result of Data Analysis - Acquisition
• Motivational drive
Average score for this factor is also less than 3 which indicates that Motivational Drive
from Top Management is not significant while carrying out organizational structure
changes. Motivational Drive from Top Management means Any mail from COO/CEO
regarding importance of project for overall growth of organization.
• Grievances
Average score for Grievances is more than 3 signifying that Grievances should be
addressed while managing organizational structure changes. By Grievances, we intend
to check the impact of 1 on 1 interviews to address the grievances arising out of
apprehension about the change process
• Rumors
As average score is more than 3 our participants agree that Rumors play a negative
role in successfully managing Orgnaisational Structure Changes.
Rumors arise when there is lack of information from management side and employees
affecting from change get information from their peers which is not an authenticated
source of information