Cummings 2002 refers to the organisational histories

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Cummings (2002) refers to the organisational histories and the difficulty in making people forget them. However, it is clear that leadership can hugely influence the culture within the organisation through providing charisma and stimulation. Furthermore, it is clear that the leadership style hindered and promoted the corporate
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transition throughout the organisation, prompted by the heterogeneous employee responses. Conclusion This report has underpinned the type of change which was performed, with reference to Balogun & Hope Hailey’s (2008) a corporate reconstruction has taken place. In context to the ‘Don’t let up’ and ‘Let it stick’ stages, the change initiative has evidently impacted all levels of the organisation; individual, team and the business. With evidence suggesting specific elements can promote and hinder the change project; culture and leadership styles. With regards to culture, differentiation was evident between the two organisations, through their opposing ‘East’ and ‘West’ natures, creating conflict (Hall, 1995). Despite this, the ‘East’ nature portrays a team work orientation, inevitably supporting the integration of functions. This correlates with the routines which encouraged communication, complementing the transition (Johnson et al, 2017). However, the existence of subcultures at lower levels of the hierarchy, hindered the attitude towards the acquisition (Pritchell, 2006). Furthermore, the change initiative was externally focused, this illustrated a market culture which demonstrated success. Despite this, internal coordination difficulties were raised, prompting the necessary need to encourage a clan culture. Leadership styles have significantly influenced the radical change through displaying different characteristics at different levels of the hierarchy. With the democratic approach effectively applied in management, parallel to disagreement towards a commanding nature within the subordinate levels (Ali et al, 2015; Paton & McCalman, 2000). With reference to ( Blake & Mouton, 1982), acknowledgement of the contextual characteristics leadership portray reduced the impact in the ‘make it stick’ stage. However, it was clear that this was displayed too late within the process of change. Furthermore, management displayed leadership qualities and created a vision, however, followers were dependent on whether shared values existed. Recommendations
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With regards to the success which has formed as a result of the acquisition, this opinion derives from an external perspective. In context to figure 5, the extent of the resistance could have been minimised, if various concepts were implemented throughout the change initiative. - Within the initial stages, focus groups could have been considered. This would provide management with an understanding of employees attitude towards the potential acquisition and provide opportunity to communicate the vision and transfer the charisma to subordinate levels.
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