One of the top seven priorities identified by ceos is

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One of the top seven priorities identified by CEOs is reacting to changes within their industries (IBM, 2010) (change depend on your environement) . Literature accentuates the distinctive relationship with high levels of environmental turbulence and the type of change (Senior & Swailes, 2016). With reference to a PESTLE analysis, there are distinctive factors which have encouraged change (Appendix 2). One aspect is the political implication of funding directed toward primary customers; schools and hospitals (NHS England, 2018; NEU, 2013). This evidently distorted sales figures, resulting in deficit. This challenges the concept of a planned change, due to urgency being present, in relation to corporate strategy (why acquisition happens –the industry need to be change due to the environment) . However, the frame breaking change was heightened, in relation to business survival. Consolidate=make it smaller Culture
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Culture is fundamentally focused around the collectiveness programming of individuals, which determines the way of thinking, feeling and reacting (Hofstede, 2011). Therefore, it is important to acknowledge the way culture is framed within an organisation, due to employees attitude and behaviour distinctively correlating to this element (explain why culture is important-behaviour will shape the culture) (Smollan & Sayers, 2009). Literature highlights that the most successful change initiatives take place when the organisational culture, and more specifically the employees values, suit the change initiative (Duck, 1993; Senturia, Flees & Maceda, 2008; Burnes, 2011). This suggests managers need to form an understanding of the embedded culture, before the implementation of generalized methods (need to understand employee’s culture before shaping one single culture) . In context to this reconstruction change, XYZ was expected to adopt the existing culture of CS, however, differentiation was evident creating a conflicting nature (conflict of culture) . XYZ demonstrated a people and team orientation, in contrast to CS’s outcome orientation (Myers, Hulks & Wiggins, 2012; Robbins and Judge, 2013). With regards to the compass of: characteristics of each style (Hall, 1995), from a broad perspective, XYZ satisfied the ‘East’ and CS satisfied the ‘West’, emphasizing apposing traits (Appendix 3). Hewstone et al (2002) literature states individuals prefer to work with people who share the same values. This inevitably prompts reasoning behind coordination and team work obstacles, demonstrated in the ‘ Don’t let up’ stage (conflicting culture exist in this stage) (Kotter, 1996). Critically, the incorporation of individuals possessing a ‘East’ culture could have promoted the change, due to the team work nature ultimately complimenting the integration of two parties (PWC, 2011). However, when considering the employees of XYZ and their loyalty to the firm, this may not have been transferred to the new ownership.
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