Reaction to Stress and Change Management often has a deep reaction to changes that requires some flexibility and being able to adapt to overcome. This type of behavior that management puts forth will help enhance their employees to do the same. Cross-training is also very important for employees when a merger and acquisition is occurring.
Control Issues Managers must create a blended culture. A good manager will focus on areas within their control which will make them more successful during the major transition so it is very important for the manager to control their emotions. For the implementation of a merger and acquisition, employee buy- in is very important.
Focusing on the position changes “Leaders set the tone for the culture and for how relationships are going to unfold in the combined organization. Therefore, leaders need to be sensitive to cultural issues from the initial dialogue with the target organization. It is easy to get off on the wrong foot” (DiGeogrio, 2002).
“Employees and managers are brought into a circle where the employees and managers from one organization pairs with employees and managers from their other organization. Using these best experience ideas from these positive interactions serve as seeds for new departmental formulations and organizational designs” (Morrison, 2000).
Working Together Managers will have success by using communication, commitment and engagement with their employees. The manager's role is to interact supportively with the employees without generating additional confusion and fear. It is important to generate commitment to the merger by allowing employees a voice. Allowing employees to participate will make him or her more likely to get on board with the change. A great morale booster that is used by many managers is the (AI) approach (appreciative inquiry). Before management