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Leading and Managing Organizational Resources

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Added on  2020-10-22

Leading and Managing Organizational Resources

   Added on 2020-10-22

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LEADING AND MANAGING ORGANIZATIONAL RESOURCESTopic: - ‘BUSINESS REPORT’ Module Name: - Leading and Managing Organisational Resources
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EXECUTIVE SUMMARYIn this report, post integration issues are illustrated and evaluated faced by Co A and CoB in the acquisition and merger deal. This report will demonstrate a critical valuation of strategiccomplexities and possible issues since the Co A feel that this is the intense care and firm has lowstrategic and minor strategic independence with little autonomy. It can be said that Co A is amachine for Co B in order to implement strategies that help to achieve short term goals. Apartfrom this, there are serious troubles faced by business in terms of high employee turnover,autocratic leadership and poor employee morale which are contributing to the ongoing issueseffectively. In respect to this, the report will evaluate leadership, cultural and changemanagement condition at Co A in order to make recommendation. The report considered thatautocratic leadership styles can be an effective leadership model for business activities. Inaddition to this, supporting activities can be implemented in order to raise perceptions of peopleabout the autocratic leader at Co A. In respect to this, the present business change contexts arechallenging along with cultural conditions too. Therefore, the report will make recommendationsin order to overcome current issues affecting business of Co A. INTRODUCTIONThe report will cover 2nd instalment of Co A consultant report, following integration withCo B, addresses policies and strategies which Co A should implement to achieve adaption onhigh level that helps to overcome strategic issues along with challenges faced by business. Theneed for change in leadership style, potential issues and change management context along withbusiness culture will be identified. Practical and academic issues associated with post-integrationstage as well as current business context based on potential change, leadership and culture tomake recommendations to improve strategies and decisions will be discussed in this report.Finally, the report will demonstrate recommendations to face challenges such as management,operations, leadership and information system.ANALYSISThe previous report also recommended that business can slowly transform itself tosymbiosis position (Andriopoulos and Lewis, 2010). 1
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Illustration 1: Business autonomy needsSource: (Johnson et al. 2014)§It can be said that Co B believes that Co A as a strategic investment able to achieveshortened goals and objectives. For an example, the process of acquisition is referred by groupdirectors as buying a group of different people. In respect to this, it can be analysed that Co Avision of global expansion can be affected by limited control of business and management onoperational leadership and strategic management in both global and local operations effectively.As an evident, it can be said that it is a limited contingency 'twee Co A and Co B. Hence, haplessstructure fit, even in the post-integration government (Angeline, 2011). The workers are planningand leaving the firm which one can adopt that business fitting is minor even in this enormousstage. These are the benefit for Co B in both financial and strategic terms. Co A may not able totake any profit from acquiring and will continue in the future. Here are some tactics andstrategies provided below in order to achieve a successful integration in the process even if it isnot possible to reach a symbiosis stage.2
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