By Nancy Hubbard
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Additional resources for Acquisition: Strategy and Implementation
The turmoil caused by role conflict was seen at Quality Guarding (see Chapter 8) which resulted in some employees rejecting the new organization entirely. Cultural concerns: the organization's new culture An organization's culture can be defined as 'tradition and the nature of shared beliefs and expectations about organizational life' (B uono et al. , 1985, p. 482). Each organization's culture is unique as it builds up its own history and way of conducting business, and it can become a powerful determinant of employee behaviour as employees share a common belief of how things should be done around the company.
0 y'--=_""-------~~ ..... 0 ---- Pre-acquisition Fig. A. "' _ _ Group ~ ~ -+- Procedural -+-Cultural Acquisition Implementation Stabilization Employee concerns in the five cases studied Stabilizatior Why Employees Act the Way They Do 25 implementing a cohesive acquisition plan. But this is not the case. Employees' cancerns are acutely related ta the acquirer's actions and, more importantly, how the employees perceive those actions. 4) . As will be seen, one (Anglo-American) was a very successful acquisition which essentially followed the process outlined in this book with another (Discovery) being successful in light of the adverse circumstances surrounding the deal.
1. 1, where it was 151. 45 Why Employees Act the Way They Do In terms of relating expectation management and acquisition success, a good indicator of success is an employee 's intention to quit the organization. U sing the actual number of resignations is not good representation of employee disenchantment due to economic and other factors which may prevail at the time. 3). 2 process? 3 Is it your intention to leave the organization (by case study)? Company Ves, it is (%) No, it is not (%) 0 100 Service Conglomerate/Quality Guarding 41 59 Discovery/Scottish Veast 17 83 7 93 55 45 Anglo-American/Gas Appliances Global TeleCable Group/lnfosys The mismanagement of expectations did not necessarily lead to employees intending to leave the organization, yet the successful management of expectation factors and outcomes seemed related to a willingness on the part of employees to remain with the organization.