Learning Team B
In the midst of a merger/acquisition transition, it is important to assess the theoretical and practical dimensions of effective decision. Utilizing these theories can develop a plan to effectively avoid the negative impact of mergers in organizations. The several aspects of Human Resources' policies from the merger/acquisition in organizations will be discussed in this paper, which help managers to resolve variety of communicational, and empowerment issues that may surface during the mergers. In addition, the potentially conflicting policies will then be discussed in this paper and methods will be proposed for merging or synthesizing identified.
The challenges inherent in any organizational change can be viewed as problems to overcome or as opportunities for enhancing success. Mergers/Acquisitions are complex but this is a common and accepted strategy in businesses today. One of the most important functions for the transition team is the task of merging different sets of human resource (HR) policies from the two companies involved in the merger/acquisition.
This paper will provide a plan to help create a strategy for leaderships to address the needs of the group and will provide organized information to help make the right decisions, simplify the integration process, provide business information, processes and identify expectations. The implementation of the plan will benefit the organization by integrating efforts to reduce the companies' risk, help organize the integration of the merger, and stabilize the workplace managed and cross- functional.
Human Resources Policy
No matter the breadth or depth of an organization, it will always have the inherent need for human resources. It is safe to say that without manpower, no organization in the world would exist. Shared values are expressed through an organization's policies (La Piana Associates Inc., 2001). When merging policies of multiple organizations, previous policies must be tailored...