Leading & Managing Organisational Resources

Added on - 21 Jul 2020

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Leading and ManagingOrganisational Resources
Table of ContentsEXECUTIVE SUMMARY.............................................................................................................1INTRODUCTION...........................................................................................................................1ANALYSIS......................................................................................................................................3Models and approaches for manage acquisition.....................................................................3CONCLUSION................................................................................................................................7RECOMMENDATIONS.................................................................................................................8REFERENCES..............................................................................................................................10
EXECUTIVE SUMMARYAcquisition is the process where one organisation purchase some or all of the ownershipstakes of the other organisation. The business report demonstrates the acquisition of Co A whichwas acquired by Co B in September 2017. After post acquisition, the affect of the same can beclearly seen on leadership style which completely changed after acquisition. The post-acquisitionleadership style implemented by Co B is autocratic leadership. In contrary to this, prior toacquisition, Co A was following transactional and transformational leadership. Thus,contemporary approaches to leadership can be described as autocratic, transactional andtransformational leadership. The organisation culture of Co A has been completely changed afteracquisition. The company was performing good in the past several years. The employees wereproviding higher productivity and company was attaining desired revenue. But after acquisitionby Co B, the scenario completely changed in the manner which deteriorated performance of thecompany. According to the given scenario after acquisition company, B should lay emphasis onmanaging change within the firm. For this purpose, it can adopt Kaleidoscope model which aidin managing the change with the organisation. This model is used to support strategicdevelopment and changes along with this other topic like organisational change. It contains eightcomponents which help in measuring the positive, neutral and negative in the context of changes.From the analysis of the case, it was identified that due to financial issues and problems, Co Ahas been acquired by Company B. The corporate culture of Co A was efficient wheremanagement listen to the employees and they were allowed to participate in the decision makingprocess of the company. The power is distributed among managers and leaders where they cantake decisions which gives benefits to the organisation.INTRODUCTIONAn acquisition is known as corporate action in which a company control other companyfully or partially. An acquisition take place at the time when a buying company obtains morethan 50% of ownership in a target company (Mergers and Acquisitions.2015). The presentreport is based on given case study of company A and B.Company A is an old company whichwas established around 200 years ago. It carried out its business activities in different parts of thecountries such as USA, UK China etc. Along with this company A also focused on its staffdevelopment and implement more innovative products and services. Further, organisation haschanges its leadership style due to which its performance of the company gets down. Another1
large company named B has acquired with the company A with the motive focus of finance.After acquire company B has adopted autocratic leadership style which lead to staff redundantand all its talent employee started leaving the firm.However company A has adopted 360congruence model whichmeasure it all the leadership, culture, people and process systems. Dueto inappropriate leadership and management style company suffer from lots issues and its skilledemployees started leaving the firm. In the present study the analysis of the business organisationafter acquisition has been made. Co B acquired Co A in September 2017 as the management wasfacing financial issues. In order understand the organisation culture, the cultural web model hasbeen used in the report. The organisation culture of Co A has been completely changed afteracquisition. The company was performing good in the past several years. The employees wereproviding higher productivity and company was attaining desired revenue. But after acquisitionby Co B, the scenario completely changed in the manner which deteriorated performance of thecompany. After acquisition, transformational leadership was discontinued and replaced byautocratic leadership. This has led to significance difference in the organisation culture asemployees were leaving continuously. Furthermore, to assess the leadership style of theorganisation contemporary leadership styles has been studied. Leadership is required so thatcompany may be able to perform well with adequate monitoring in all aspects and as such,employees productivity can be enhanced quite easily. Without leadership, organisation cannotwork. In reference to leadership, charismatic leaders can be enumerated in this aspect. This typeof leaders have clear vision to be accomplished by encouraging employees to achieve goals.After post acquisition, the affect of the same can be clearly seen on leadership style whichcompletely changed after acquisition. The post-acquisition leadership style implemented by Co Bis autocratic leadership. In contrary to this, prior to acquisition, Co A was following transactionaland transformational leadership. Thus, contemporary approaches to leadership can be describedas autocratic, transactional and transformational leadership. In order to evaluate to the power andpolitics of the organisation, the internal position and management style of managers has beenassessed. According to the given scenario after acquisition company, B should lay emphasis onmanaging change within the firm. For this purpose, it can adopt Kaleidoscope model which aidin managing the change with the organisation. This model is used to support strategicdevelopment and changes along with this other topic like organisational change. It contains eightcomponents which help in measuring the positive, neutral and negative in the context of changes.2
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