Jesse Jacoby, Founder & Managing Principal of Emergent discusses the impact of Organizational Culture on the Employees of Merged and Acquired Organisations.
Adlt 623 Culture External Adaptation And Internal Integration Chaps 5 And 6tjcarter
1. The document discusses the importance of an organization having a shared understanding of its core mission, goals, and functions. It provides the example of a company, Ciba-Geigy, making a strategic decision based on its culture rather than financial information.
2. Goals must be concrete and require consensus within the organization. There must also be agreement on how goals will be achieved, including aspects like organizational structure, rewards systems, and authority. For example, DEC struggled with lack of agreement on how to define "marketing".
3. For an organization to be successful, there needs to be clear consensus on the means and methods used to achieve goals and fulfill the organizational mission. Norms develop around concepts
SuccessGPS, how to measure organizational change Willem Nooij
The success of a change is depending on people.
A lot is said / written about how to influence people.
But how do you know what all employees think about your change?
Organisational culture and post-merger integrationPavel Ovseiko
This study examined organizational culture during a post-merger integration between two NHS trusts and their strategic partnership with a university to form a new academic health center. Surveys and interviews with clinicians found the cultures of the two legacy NHS trusts differed and were distinct from the academic enterprise culture. Major cultural issues related to the trusts' relative sizes, histories, identities, clinical services, and finances. While the university partnership helped enable the merger, some aspects of its entrepreneurial culture conflicted with the NHS service model and risked tension. Strong leadership will be needed to successfully integrate the cultures during the merger and align academic and clinical cultures going forward.
Vakola, M., Nikolaou, I., & Bourantas, D. (2004). The Role of Organizational Silence on Employees’ Trust and Attitudes in a Post Merger-Stage. Annual Meeting of the Academy of Management, New Orleans.
Post-merger integration requires leadership from the top to define the new company's culture and roles. An integration manager can help coordinate integration efforts and ensure synergies are captured. When integrating IT systems, companies must find a balance between rapid and slow integration to minimize customer and employee disruption while realizing cost savings.
How To Reduce The Negative Effects On The Employees(Updated)timchung
The document discusses ways to reduce the negative effects of downsizing on employees. It emphasizes that open communication with employees is crucial. Managers should be transparent about the reasons for downsizing, future plans, and how it will affect employees and the organization. Maintaining morale among remaining employees is also important. Managers should provide support through training, counseling, and team building activities. They should also clearly communicate job expectations and use rewards to boost morale. Regularly monitoring metrics like turnover and performance can help evaluate the impact on employee morale over time.
Adlt 623 Culture External Adaptation And Internal Integration Chaps 5 And 6tjcarter
1. The document discusses the importance of an organization having a shared understanding of its core mission, goals, and functions. It provides the example of a company, Ciba-Geigy, making a strategic decision based on its culture rather than financial information.
2. Goals must be concrete and require consensus within the organization. There must also be agreement on how goals will be achieved, including aspects like organizational structure, rewards systems, and authority. For example, DEC struggled with lack of agreement on how to define "marketing".
3. For an organization to be successful, there needs to be clear consensus on the means and methods used to achieve goals and fulfill the organizational mission. Norms develop around concepts
SuccessGPS, how to measure organizational change Willem Nooij
The success of a change is depending on people.
A lot is said / written about how to influence people.
But how do you know what all employees think about your change?
Organisational culture and post-merger integrationPavel Ovseiko
This study examined organizational culture during a post-merger integration between two NHS trusts and their strategic partnership with a university to form a new academic health center. Surveys and interviews with clinicians found the cultures of the two legacy NHS trusts differed and were distinct from the academic enterprise culture. Major cultural issues related to the trusts' relative sizes, histories, identities, clinical services, and finances. While the university partnership helped enable the merger, some aspects of its entrepreneurial culture conflicted with the NHS service model and risked tension. Strong leadership will be needed to successfully integrate the cultures during the merger and align academic and clinical cultures going forward.
Vakola, M., Nikolaou, I., & Bourantas, D. (2004). The Role of Organizational Silence on Employees’ Trust and Attitudes in a Post Merger-Stage. Annual Meeting of the Academy of Management, New Orleans.
Post-merger integration requires leadership from the top to define the new company's culture and roles. An integration manager can help coordinate integration efforts and ensure synergies are captured. When integrating IT systems, companies must find a balance between rapid and slow integration to minimize customer and employee disruption while realizing cost savings.
How To Reduce The Negative Effects On The Employees(Updated)timchung
The document discusses ways to reduce the negative effects of downsizing on employees. It emphasizes that open communication with employees is crucial. Managers should be transparent about the reasons for downsizing, future plans, and how it will affect employees and the organization. Maintaining morale among remaining employees is also important. Managers should provide support through training, counseling, and team building activities. They should also clearly communicate job expectations and use rewards to boost morale. Regularly monitoring metrics like turnover and performance can help evaluate the impact on employee morale over time.
Cultural Alignment Post Merger Linked Incindyhardy
This document discusses cultural alignment in mergers and acquisitions. It notes that organizational culture is important and can differ between companies. A case study of a law firm merger is presented where the cultures were vastly different. Pre-merger work to understand differences and set new standards was important. Change management is key, and must address people systematically with communication and involvement. Alignment models provide steps like unfreezing the current culture and refreezing into a new integrated culture over time.
This document discusses key performance indicators (KPIs) for change management. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document notes some mistakes to avoid when creating KPIs, such as having too many KPIs and not tailoring KPIs to change over time. It also discusses how to design effective KPIs that are linked to strategy and empower employees. Finally, the document outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
The most important factor in determining whether an acquisition becomes successful or not, is how well the post-merger integration is done. The post-merger integration takes many times the effort of closing the deal, but is a lot less glamorous and often shortchanged. This presentation will provide some guidelines for an effective integration, such as having a single integration leader and open communication and will highlight potential pitfalls to avoid such as believing the sales force can easily represent both product lines. The integration involves not just combining the two companies but also finding better ways to run the combined business. The business improvements can often be as large as the synergies.
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
A deeper, more profound perspective on organizational and personal transformation. The fourth of a series of lectures as part of a tour of Germany in April 2016.
2013 opex ivan broodryk_measuring kpi rightIvan Broodryk
OPEXCON 2013, Measuring Right: Case Study: KPI's & Performance metrics to sustain change. Operational Excellence. KPIs and Performance metrics to sustain change. Choosing the right KPIs and Metrics for your transformation. Tracking your performance and adjusting accordingly to sustain change.
Delivering Synergies : A closer look at post merger integrationSanjay Uppal
1) The document discusses Emirates NBD's integration process following its merger in 2007.
2) It outlines key stages of integration including designing an integration plan, establishing dedicated integration teams, and communicating expected synergies.
3) By mid-2008, Emirates NBD had exceeded synergy targets for the year, achieving cost savings and revenue increases through initiatives like branch consolidation and cross-selling.
The document discusses data acquisition systems. It defines data acquisition as the process of sampling real-world signals and converting them to digital values. A data acquisition system consists of sensors, DAQ hardware, and software. The key components are sensors that measure physical variables, signal conditioning hardware, analog-to-digital converters, and software for processing and analysis. Data acquisition systems are used widely in industries for measurement and control applications.
Daimler chrysler - a cultural mismatchManju Thomas
The Daimler-Chrysler merger in 1998 aimed to combine the German automaker Daimler-Benz with the American company Chrysler Corporation. However, the two companies had very different corporate cultures that clashed. Within 19 months, two American CEOs were replaced by German management, and Daimler-Benz tried to impose its culture onto Chrysler. This failure to integrate the cultures led to chaos at Chrysler and the merger ultimately failed to realize expected synergies. Cross-cultural mergers require recognizing differences, open communication, and developing a new shared culture rather than one culture dominating the other.
The document summarizes the merger between Daimler-Benz and Chrysler, including their backgrounds, motives for the merger, successes and failures, and cultural issues. It analyzes Porter's 5 forces model regarding the merger. While there were initial successes, cultural differences between the German and American companies eventually led to conflicts in management approaches and an inability to integrate the cultures, resulting in the demerger of Chrysler.
The document provides guidance on successful integration strategies for acquisitions. It emphasizes the importance of having a clear integration strategy aligned with the benefits case for the deal. It also stresses designing the integration programme around delivering the anticipated benefits, managing risks to both the business and programme, rapidly engaging employees from both companies, and providing focused programme management through the integration process.
The document provides an integration framework for post-acquisition integration. It outlines key guiding principles such as getting the integration strategy right and designing the integration program around benefit realization. It describes an implementation structure with focus on the first 100 days to realize quick wins. The framework also details setting up an integration structure with a steering group, manager, and cross-functional teams to integrate corporate functions such as finance, HR, IT, and legal.
Ch01 - Organisation theory design and change gareth jonesAnkit Kesri
Organizations exist to create value by bringing together people and resources to produce goods and services. They do this through three stages: input, conversion, and output. Organizations exist for five major reasons: to increase specialization, use large-scale technology, manage the external environment, exert power and control, and economize on transaction costs. Organizational effectiveness is important because it allows organizations to maximize value creation and perform well through approaches like control, innovation, and efficiency. Managers measure effectiveness using goals like the mission, official goals, and operative goals.
This survey aims to gather employee feedback about their organization's work culture in order to help improve practices related to employee health, harmony, and work experience. The survey contains questions about communication, teamwork, job factors, work conditions, compensation, and overall satisfaction. It asks for demographic information and uses a scale to rate agreement with statements about various aspects of organizational culture. The purpose is to help both a report on HR's role in culture as well as help the HR department understand employee needs and wants.
The document discusses Integrity Matters, a whistleblower platform and ethics helpline case management system. It provides multiple confidential reporting channels and a secure system to manage reported issues. Key features include real-time trend analysis of reports, two-way anonymous communication with reporters, and tools to help comply with regulations. A case study highlights how it helped pharmaceutical company Lupin strengthen its reporting mechanism and internal investigation process. Finally, it outlines the advantages an ethics helpline provides organizations in establishing credible and independent whistleblowing.
Piyush Jain, Founder and Managing Director at Uneecops Technologies Ltd describes the various factors that harm Employee Productivity. Read More: https://niojak.com/hr-mall/whats-harming-your-productivity
Vikas Vats, CEO Founder Consultant at Soft Skills Trainings describes how Soft Skills are a collection of the positive, personal attributes and the competencies. Read More: https://niojak.com/hr-mall/what-are-soft-skills
Motivating Employees Without Spending ExtraNiojakHRMall
Kamal Agarwala, Founder & CEO at La Exactly Software Private Limited writes about from non-monetary tactics offered to employees and its benefits. https://niojak.com/hr-mall/motivating-employees-without-spending-extra
Measuring And Fostering Employee EngagementNiojakHRMall
Dr. Peter Scontrino founder of Scontrino-Powel is a widely recognized expert in the application of the principles of industrial-organizational psychology writes about how can one measure & foster Employee Engagement.
Read More: https://niojak.com/hr-mall/measuring-and-fostering-employee-engagement
Management vs Leadership – We Need More Managers!NiojakHRMall
Karl Burgher, Principal at Sun Shine Valley Communications writes about Why do we need more Managers.
Read More: https://niojak.com/hr-mall/management-vs-leadership
Attendance – Get Rid Of It Altogether?NiojakHRMall
Srividhya Rajagopalan, QA Manager at Cavintek Software Pvt. Ltd discusses whether Attendance Tracking is Mandatory or can it be Discretionary.
Read More: https://niojak.com/hr-mall/importance-of-attendance-in-payroll
Cultural Alignment Post Merger Linked Incindyhardy
This document discusses cultural alignment in mergers and acquisitions. It notes that organizational culture is important and can differ between companies. A case study of a law firm merger is presented where the cultures were vastly different. Pre-merger work to understand differences and set new standards was important. Change management is key, and must address people systematically with communication and involvement. Alignment models provide steps like unfreezing the current culture and refreezing into a new integrated culture over time.
This document discusses key performance indicators (KPIs) for change management. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document notes some mistakes to avoid when creating KPIs, such as having too many KPIs and not tailoring KPIs to change over time. It also discusses how to design effective KPIs that are linked to strategy and empower employees. Finally, the document outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
The most important factor in determining whether an acquisition becomes successful or not, is how well the post-merger integration is done. The post-merger integration takes many times the effort of closing the deal, but is a lot less glamorous and often shortchanged. This presentation will provide some guidelines for an effective integration, such as having a single integration leader and open communication and will highlight potential pitfalls to avoid such as believing the sales force can easily represent both product lines. The integration involves not just combining the two companies but also finding better ways to run the combined business. The business improvements can often be as large as the synergies.
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
A deeper, more profound perspective on organizational and personal transformation. The fourth of a series of lectures as part of a tour of Germany in April 2016.
2013 opex ivan broodryk_measuring kpi rightIvan Broodryk
OPEXCON 2013, Measuring Right: Case Study: KPI's & Performance metrics to sustain change. Operational Excellence. KPIs and Performance metrics to sustain change. Choosing the right KPIs and Metrics for your transformation. Tracking your performance and adjusting accordingly to sustain change.
Delivering Synergies : A closer look at post merger integrationSanjay Uppal
1) The document discusses Emirates NBD's integration process following its merger in 2007.
2) It outlines key stages of integration including designing an integration plan, establishing dedicated integration teams, and communicating expected synergies.
3) By mid-2008, Emirates NBD had exceeded synergy targets for the year, achieving cost savings and revenue increases through initiatives like branch consolidation and cross-selling.
The document discusses data acquisition systems. It defines data acquisition as the process of sampling real-world signals and converting them to digital values. A data acquisition system consists of sensors, DAQ hardware, and software. The key components are sensors that measure physical variables, signal conditioning hardware, analog-to-digital converters, and software for processing and analysis. Data acquisition systems are used widely in industries for measurement and control applications.
Daimler chrysler - a cultural mismatchManju Thomas
The Daimler-Chrysler merger in 1998 aimed to combine the German automaker Daimler-Benz with the American company Chrysler Corporation. However, the two companies had very different corporate cultures that clashed. Within 19 months, two American CEOs were replaced by German management, and Daimler-Benz tried to impose its culture onto Chrysler. This failure to integrate the cultures led to chaos at Chrysler and the merger ultimately failed to realize expected synergies. Cross-cultural mergers require recognizing differences, open communication, and developing a new shared culture rather than one culture dominating the other.
The document summarizes the merger between Daimler-Benz and Chrysler, including their backgrounds, motives for the merger, successes and failures, and cultural issues. It analyzes Porter's 5 forces model regarding the merger. While there were initial successes, cultural differences between the German and American companies eventually led to conflicts in management approaches and an inability to integrate the cultures, resulting in the demerger of Chrysler.
The document provides guidance on successful integration strategies for acquisitions. It emphasizes the importance of having a clear integration strategy aligned with the benefits case for the deal. It also stresses designing the integration programme around delivering the anticipated benefits, managing risks to both the business and programme, rapidly engaging employees from both companies, and providing focused programme management through the integration process.
The document provides an integration framework for post-acquisition integration. It outlines key guiding principles such as getting the integration strategy right and designing the integration program around benefit realization. It describes an implementation structure with focus on the first 100 days to realize quick wins. The framework also details setting up an integration structure with a steering group, manager, and cross-functional teams to integrate corporate functions such as finance, HR, IT, and legal.
Ch01 - Organisation theory design and change gareth jonesAnkit Kesri
Organizations exist to create value by bringing together people and resources to produce goods and services. They do this through three stages: input, conversion, and output. Organizations exist for five major reasons: to increase specialization, use large-scale technology, manage the external environment, exert power and control, and economize on transaction costs. Organizational effectiveness is important because it allows organizations to maximize value creation and perform well through approaches like control, innovation, and efficiency. Managers measure effectiveness using goals like the mission, official goals, and operative goals.
This survey aims to gather employee feedback about their organization's work culture in order to help improve practices related to employee health, harmony, and work experience. The survey contains questions about communication, teamwork, job factors, work conditions, compensation, and overall satisfaction. It asks for demographic information and uses a scale to rate agreement with statements about various aspects of organizational culture. The purpose is to help both a report on HR's role in culture as well as help the HR department understand employee needs and wants.
The document discusses Integrity Matters, a whistleblower platform and ethics helpline case management system. It provides multiple confidential reporting channels and a secure system to manage reported issues. Key features include real-time trend analysis of reports, two-way anonymous communication with reporters, and tools to help comply with regulations. A case study highlights how it helped pharmaceutical company Lupin strengthen its reporting mechanism and internal investigation process. Finally, it outlines the advantages an ethics helpline provides organizations in establishing credible and independent whistleblowing.
Piyush Jain, Founder and Managing Director at Uneecops Technologies Ltd describes the various factors that harm Employee Productivity. Read More: https://niojak.com/hr-mall/whats-harming-your-productivity
Vikas Vats, CEO Founder Consultant at Soft Skills Trainings describes how Soft Skills are a collection of the positive, personal attributes and the competencies. Read More: https://niojak.com/hr-mall/what-are-soft-skills
Motivating Employees Without Spending ExtraNiojakHRMall
Kamal Agarwala, Founder & CEO at La Exactly Software Private Limited writes about from non-monetary tactics offered to employees and its benefits. https://niojak.com/hr-mall/motivating-employees-without-spending-extra
Measuring And Fostering Employee EngagementNiojakHRMall
Dr. Peter Scontrino founder of Scontrino-Powel is a widely recognized expert in the application of the principles of industrial-organizational psychology writes about how can one measure & foster Employee Engagement.
Read More: https://niojak.com/hr-mall/measuring-and-fostering-employee-engagement
Management vs Leadership – We Need More Managers!NiojakHRMall
Karl Burgher, Principal at Sun Shine Valley Communications writes about Why do we need more Managers.
Read More: https://niojak.com/hr-mall/management-vs-leadership
Attendance – Get Rid Of It Altogether?NiojakHRMall
Srividhya Rajagopalan, QA Manager at Cavintek Software Pvt. Ltd discusses whether Attendance Tracking is Mandatory or can it be Discretionary.
Read More: https://niojak.com/hr-mall/importance-of-attendance-in-payroll
Payroll Management
Complete Salary Calculations
Handles Reimbursements, Arrears & Settlements
Salary Statements and Bank Transfers
All Statutory Reports - PF, ESI, IT (TDS) and PT
MIS and Adhoc reporting facility
https://niojak.com/hr-mall/
Bill Mugavin, Consultant at Flashpoint HR writes about The Critical Need for Strategic HR
Read More:https://niojak.com/hr-mall/critical-need-for-strategic-hr
How Many of Your Organization’s Strategic Initiatives Succeed?NiojakHRMall
"Mark Hefner, President and COO at N2Growth writes about how organisations can succeed in their strategic initiatives.
Read More: https://niojak.com/hr-mall/your-organizations-strategic-initiatives-succeed
Finance and HR: a Pivotal Relationship?NiojakHRMall
Nick Felton, Head of Business Analytics, Midland Software, writes about how HR & Finance departments shall join forces to understand people and costs of a business
Read More: https://niojak.com/hr-mall/finance-and-hr-a-pivotal-relationship
Boosting Team Performance With Leadership DevelopmentNiojakHRMall
Dr Chaitanya Niphadkar, Associate Professor at Open University of Mauritius describes how leadership performance can be boosted by leadership development.
https://niojak.com/hr-mall/boosting-team-performance-with-leadership-development
Performance Management
Build a High Performance Culture through our
Performance Management Solution
Set Goals & Objectives for Your Employees
Periodically Appraise your Employees
Give Continuous Feedback
Increase the Collaboration through
peer recognition
360 Degree Feedback
Focus on Talent Development
Performance Management System
which is easy, transparent and trustable
Ameya Karambe, Senior Manager – Human Resource & Learning at Kanakia Group explains how leadership and manipulation are two different things.
https://niojak.com/hr-mall/leadership-not-manipulation
HRMS & HRIS
> Improve HR Operations by Centralizing Information in a Single System
> Reduce the Administrative Burden placed on HR Team so they can focus on more strategic initiatives
> Consistently Track, Manage and Retain Employees using digitized information throughout the Employee Lifecycle
> Improve Productivity by having a single point of interaction to HR, line managers and employees
> Cut Operational Costs Increasing Effectiveness and Efficiency
https://niojak.com/hr-mall/hr-tools/employee-lifecycle-management.html
The document discusses ways to increase employee engagement through fun activities. It notes that monotony in the workplace can lead to stagnation and decreased performance. The HR department is responsible for combating monotony through employee engagement activities that bring employees together and encourage innovation, teamwork, and bonding. Examples provided include core value programs, innovation activities, team building exercises, and Friday fun activities. The goal is to liven up the routine and add excitement through unconventional learning and games related to important workplace themes.
Anuja Mitkari, HR Business Associate at Niojak HR Mall Describes about how Gabbar Singh was a Management GURU as reflected in some of the timeless management lessons he delivered through the movie Sholay. https://niojak.com/hr-mall/management-lessons-from-gabbar
Youngest c m in India- Pema Khandu BiographyVoterMood
Pema Khandu, born on August 21, 1979, is an Indian politician and the Chief Minister of Arunachal Pradesh. He is the son of former Chief Minister of Arunachal Pradesh, Dorjee Khandu. Pema Khandu assumed office as the Chief Minister in July 2016, making him one of the youngest Chief Ministers in India at that time.
13062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
केरल उच्च न्यायालय ने 11 जून, 2024 को मंडला पूजा में भाग लेने की अनुमति मांगने वाली 10 वर्षीय लड़की की रिट याचिका को खारिज कर दिया, जिसमें सर्वोच्च न्यायालय की एक बड़ी पीठ के समक्ष इस मुद्दे की लंबित प्रकृति पर जोर दिया गया। यह आदेश न्यायमूर्ति अनिल के. नरेंद्रन और न्यायमूर्ति हरिशंकर वी. मेनन की खंडपीठ द्वारा पारित किया गया
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.