In context to the external environment the competing

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In context to the external environment, the Competing Values Framework (1991) underpins organisation effectiveness within the industry, with dimensions illustrating a distinctive relationship with culture (Lamond, 2003). It could be argued that the acquisition demonstrates an Open System model, focus is distinctively directed towards achieving competitiveness within the food industry (Appendix 5; Kokt & Van
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der Merwe, 2011). This illustrates a market culture, an approach which disregards internal functions, with the ambition to achieve organisation success, from an outsiders perspective (Quinn & Rohrbaugh, 1983). This approach inevitably promoted the change initiative, due to the organisation purely focusing on the tangible resources, consequently resulting in a larger market share. Despite this success on an organisational level, it is important to note that CS absorbed additional functions and acquired new staff members, fundamental changes for a company. Therefore, disregarding internal criteria from other dimensions of the model, suggests a partial view on performance, and so culture (Yu & Wu, 2009). Critically, the model highlights the incorporation of a clan culture, this possesses high affiliation and concern with employee engagement (Acar, & Acar, 2014). Within CS and XYZ, moral deteriorated considerably due to employees not solely success orientated. This hindered the change project, due to prompting low productivity and motivation. Therefore, if an alternative culture was adopted it could be argued that the employees would have complimented the change initiative through productivity. Subsequently, literature suggests large organisations are incapable of success, without consideration of teamwork (Yu & Wu, 2009). However, it is important to note that global businesses which directly focused on external stakeholder relationships have achieved success (Denison, 1990; Berrio, 2003). Through consideration of ‘creating the climate for change’, it is evident that management conducted merger analysis in isolation from managers and employees (Kotter, 1996). And so, a proportion of employees did not possess an attitude which complemented the change project. With reference to the above and the Capacity to implement change, it is clear that the attitude towards change correlates to the culture portrayed within the organisation (Wilson & Rosenfield, 2008). In addition, leadership is a significant stimuli on individuals behaviour, and are responsible for the tone and values of the organisation (Lok & Crawford, 2004). Therefore, gaining a positive culture towards change and sustaining this is a key challenge for leaders (İkinci, 2014). Leadership Northhouse (2018) illiterates the process of working with people to achieve a singular goal, as the key similarity between managers and leaders (Hogan & Kaiser, 2005;
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Northouse, 2018). However, it is important to acknowledge leaders capability, to define the image of the future and their ability to align individuals with this vision (Hughes, 2010). Darren Gaulton, the CEO of CS, emphasises the difficulty
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