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Essay / Research Paper Abstract
This 3-page paper focuses on how corporate mergers and acquisitions can lead to power struggles, politics and chaos among teams. An explanation of how to deal with this is also included. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: AS43_MTmergpoli.rtf
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Unformatted sample text from the term paper:
But in any kind of merger between two companies, in which there are redundant positions and cultures need to be merged, there are political
issues and power plays that can also rear their ugly heads. Typically, in any kind of merger, the leadership is more or
less settled - usually the leader of the target company ends up being compensated with a nice position at the top of the acquiring company (or new entity). But there
are smaller struggles throughout the merged companies, as people attempt to figure out who the new department heads will be, who will be laid off, and who might be demoted
or shifted to another job. Mehta (2007) discusses mergers and acquisitions from an information systems perspective. Still, he points out that firms, in
general, tend to be misaligned in terms of strategy immediately following the merger or acquisition - and it can take up to three years for both companies to be completely
in tune (Mehta, 2007). But this doesnt mean that our department will be impacted for three years. Nor does it mean that power
struggles need to get in the way. Power and politics can be used as effective tools at Mergers Inc. In the case of the department head who is responsible for
motivating his/her workers, a power struggle can be turned into a positive thing, especially if the manager is able to form a cohesive bond among the target and acquiring employees
in his/her department. This can be done by offering, from the start, respect to the new employees, compassion and empathy to the old ones and the assertion to all that
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