Organizational Culture in Merging Process

Organizational Culture:

A pattern of basic assumptions that are considered valid and that are taugth to new members as the way to percieve, think, and feel in the organzation.

Mergers and Acquisitions:

Mergers and Acquisitions are when a firm renew its market position at a speed not achievable thougth internal development, merging implies the construction of a new social identity. the mergers create value in the companies implied.

The organizational integration variables are particulary relevant in the acquisition procces, there is a motive of the acquisition, and there is a precces of implementation.

Acculturative Procces:

Is when to groups adapts to each other and resolve emergent conflict, it occurs when conflictive groups have cultural differentation, and organizational forces reject integration.

The succes of a integration process depend primarly on, the managers ability to reconcile the need for strategic interdependence between the two firms, the need for organizational autonomy, amd the existence of cultural fit.

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Managing the ultural differences has been proved as a more realistic and succesful strategy in integration proccess than finding the ideal culture fit.

Question:

Acording to the case studies what are the practical steps to minimize the feeling of uncertainty normally expected by employees, and also to facilitate the learning proccess to occur between the two groups of people in their process of cultural and behavioral integration?

The practical steps are, create  positive atsmophere for capability transfer before initiating any actual consolidation of human and physical assets. Appropiate integration strategies implementation can facilitate the learning and acculturitation proccess resulting in minimising the uncertainties in the work place, and increasing the willingness to cooperate and to be part of a new culture entity.

References

Salama, Alzira, Wayne Holland, and Gerald Vinten. "Challenges and opportunities in mergers ans acquisitions. ." Journal of European Industrial Training 27 (2003): 313-321. Print. 

Organizational Learning

Knowledge: is the capacity for effective action.

Learning: a process of aquiring knowledge or a skill

Social learning Theory:

Explains human behavior in terms of continous reciprocal interaction between cognitive,behavioral, and enviromental influences.

Goal Settings:

Procces of establishing desires result that guide and direct behavior.

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Learning Organizations:

Places where people continually expand their capacities to create the results they truly desire.

Why Learning Organizatios?:

Organizations that experimented with new ways of conduction bussines in order to survive in turbulent higly competitive markets.

To obtain and sustain competitive advantage, organizatiosnmust enhancetheir learningcapability and must be ableto learn better and faster from their successes and failures from withing and from outside.

How Organizational Learning Works?:

As competitive advantage organizations should have the capacity to collect new information and transfer in to action.

Video

http://www.youtube.com/watch?v=Uneo8xWUeq4

Question:

  

What is the relationship between organizational learning and individual satisfaction?

The relationship consist in that the individual satisfaction, is a prerequisite of organizational learning, if there is an individual satisfaction there will be learning and evolution with the organization, each person is a part of the organization, and if each person is not satisfied with what are he doing he will not participate and share iside the organization. 


References.

Singh, Kavita. "An Analysis Of Relationship Between The Learning Organization And Organization Culture In Indian Bussines Organization.." Organizational Markets In Emerging Economies 1 (2010): 142-164. Print.

Leadership Styles and Managment Styles

Manage is: To bring about. to acomplish, to have chargeof or responsability for, to conduct.

Leading is: influencing guiding in direction,course, action, opinion.

Managment process: Reduce uncertainty, Provides stability.

Managers advocate for stability and status quo.

Leadership Process: Crates uncertainty, Creates change.

Leaders advocate for change and new aproaches to problems.

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Managment and leadership are diferrent but complemetary systems of action. An effective leadership produces useful change, and a effective managment controls complexity, if both of them are well managed there will be a healthy organization.

There are two types of leadership,Formal Leadership, and informal leadership. There is a third terms named, followship, thisone is importan too, because this means the process of being guided and directed by a leader in the work enviroment.

The fundamental act of leadership consist to induce people to be aware or concious of what they feel, to create a purposefully action.

Contingency Theory.

Involve the belif  that leader style mustbe appropiate for the particular situation.

Involvement.

Is a key leadership practiceto ensure youfacilitate ownership and gain commitment and involvement. it results in betterdesitionsbefore moving forward with valuable organization resources.

                                                                                               culturewav.es

New Research in leadership.

Transformational leaders: Leaders who inspires followers to transend their self-interest ans achieve exepcional performance .

Charismatic leaders: a leaders use of personal abilities and talents in orderto have profoundans extraordinary effects on followers.

Authentic leaders: a leader who is guided by explicit values that enphasize collective interest.

Question.

Do you (or would you want to) work in a autocratic,democratic,or consulative work enviroment? What migth be the advantages and disadvantages of each?

 I would want to work in a democratic work enviroment, because the leaders are the one to ask for collaboration with the followers, if they dont need it they wont ask for it, so the participation is limited. This is the advantage of democratic work enviroment, because your participation is limited, the disadvantage can be that the leaders can make desitions wothout hearing others. In the consulative work enviroment, there are much people and much ideas, and the most of the time you can not accomplish all the ideas or suggestions, this can be a disadvantage, the advantage can be that all other participants can feel as an important part of the organizations.
And the autocratic work enviroment, it wot be very goo at all, because you will have to work, and you can not suggest or participate in anithing. you alwayis will have to do what the leader want.


References.

Lee, Jangho, Thomas W. Roehl, and Soonkyo Choe. "What makes managment style similar and distinct across borders? Grouth experience and culture in korean and japanece firms." Journal of International Bussines Studies 31 (2000): 631-652. Print.