How to Adapt to a New Organizational Culture after a Merger/Acquisition Introduction The organization that I will be researching is Wachovia Bank. Wachovia is a diversified financial services company that provides a broad range of retail banking and brokerage, asset and wealth management, and corporate and investment banking products and services. They are one of the largest providers of financial services in the United States, with retail and commercial banking operations in 21 states from Connecticut
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ecological and maritime studies, and adult and continuing education. As a national institution, benefiting from public funding, the College is dedicated to expanding and enriching educational opportunities for all citizens to enhance the overall development of the nation. The Dominica State College programmes of study lead to certificates, associate degrees and baccalaureate degrees. The Dominica State College Vision is to be recognized as a premiere institution of higher learning, committed to excellence
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reduce Quantum’s liability exposure. Review of the Case The case, TGIF, presents an organization, Quantum Software that though it was founded three (3) years ago has managed to set for itself an organizational culture that can majorly be described as fun, relaxed and amicable yet hard-working. Organizational culture, according to Robbins & Barnwell (2002), is the pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with its problems of external
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Toms of Maine Case Study Organizational culture is the basic pattern of shared assumptions that have been created by the corporation to enable the employees in the organization to have a shared norm. There are varied sources for the development of the organizational culture; they include the following-the general influence from the external environment, the factors that are specific to the organization and the influence of the values that exist in the society such as the spiritual perspective
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The importance of gaining commitment to the organization’s mission and values is stressed – it is ‘commitment-orientated’; • Employees are seen as assets or human capital to be invested in through the provision of learning opportunities and the development of a ‘learning organization’; • Human Resources are viewed as a source of competitive advantage in line with the concept of resource-based strategy; • The approach to employee relations is unitarist not pluralist: it is believed that employees
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ORGANIZATIONAL BEHAVIOR TERMINOLOGY AND CONCEPT An association that labors mutually plus is devoted toward the development and confidence of the company can transform in the international globe. The opening for a company to thrive is well-balanced on containing an efficient managerial group. Numerous industries these days have lent a hand to implement and systematize the industry’s final objective; this objective is the continual accomplishment of the company. Inside the association, at hand are
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from above or below. (Systems Thinking, 2011). + + Organizational goals (the desired state) interact with present-day operations (the current state) to produce a gap. (Systems Thinking, 2011). It is theorized that the larger the gap the stronger the influence to produce change (action). (Systems Thinking, 2011). The change (action) that is taken moves the present-day operations (the current state) toward the organizational goals (the desired state) reducing the gap.
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Executive summary 3. Theory of organizational structure 4. Types of organizational structure 5. The nature of the organizational structure 6. Case study 7. Task 1 8. Task 2 9. Task 3 10. Conclusion 11. Recommendation 12. Reference Introduction Any operating organization should have its own structure in order to operate efficiently. For an organization, the organizational structure is a hierarchy of people and its functions. The organizational structure of an organization
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A Critical evaluation of the impact that organisational culture on both internal corporate Communication and team dynamics: A Case Study Introduction In recent years, cutthroat demands on organisational operational effectiveness and competitive advantage have increasingly pushed managers to adopt skillful ways to strengthen and enhance efficient organisational functions. The effectiveness of an organisation’s employment of its resources as well as their tactical maneuvers must be related to
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15.7 Clash of the Cultures: The Case of Newell Rubbermaid Figure 15.13 © Thinkstock Over time, Newell Company grew to be a diversified manufacturer and marketer of simple household items. In the early 1950s, Newell Company’s business consisted solely of manufactured curtain rods. Since the 1960s, however, the company diversified through acquisitions of businesses for paintbrushes, writing pens, pots and pans, hairbrushes, and the like. Over 90% of its growth is attributed to many small acquisitions
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