mos 2181 case study.docx

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Department
Management and Organizational Studies
Course
Management and Organizational Studies 2181A/B
Professor
Prof
Semester
Fall

Description
1. Group development: Since Andersen is a new group entering into Deloitte, they two have never met and work together before, and they probably need to go through the typical stages of group development. When the Andersen first entered Deloitte, both these teams need to “test the water” which is the process of forming. Deloitte may be trying to know more about the Andersen workers; Andersen may need to know how Deloitte works and their company goals, to “make a difference together”. Then is the storming stage, the Deloitte might find it a little hard to work with Andersen and they might have some conflicts cause Andersen workers can have a different way dealing with working stuff. Hence, Terry Noble (managing partner) can take some measure to solve the conflicts, to sort out the roles. Then after, moving into norming process. Based on the solution of conflicts, the Deloitte and Andersen employees are able to develop social consensus. They will become more interdependent and cohesive. Performing: The group needs to put their energy in task accomplishment. They will do tasks together and make success. Finally is the adjourning process, in which rites and rituals may affect this combined group. Group cohesiveness refers to the degree to which a group is especially attractive to its members. Now Deloitte workers have some dissatisfaction towards Andersen, so they probably need threat competition, success to enhance their poor cohesiveness. Advices for designing effective work teams, Firstly, try to satisfy the group members‟ needs (both Deloitte and Andersen employees). Secondly, make them self-managed work teams, make the teams stable, small and smart, and support them by training, rewards and management. Thirdly, create cross-functional teams to bring innovation, speed and quality. 2. Organizational socialization is relevant for the integration of Andersen employees. Because Andersen is a new group to Deloitte, socialization is a learning process in which new members: Andersen employees must acquire knowledge, change their attitudes and perform new behaviors. It‟s a primary mean for Deloitte to show its organization‟s culture and value to new Andersen employees. The organizational socialization will help the Andersen employees to achieve a good fit, like person-job fit and person-organization fit, and then Deloitte and Andersen workers can make a difference together. 3. Five following methods can be used for integration: Realistic job previews: Deloitte workers who are responsible for designing realistic job previews (like the supervisor of human resources department) can gain some advices of experienced employees about the possible and negative aspects of the job, and make these into video or booklets presented for new Andersen employees. As a result, Andersen workers can understand the work in Deloitte better and find a P-J fit and P-O fit to improve job satisfaction and job performance. Employee orientation programs: The employee orientation program for greeting Andersen employees can take place in the first week that they come. Terry Noble can welcome the Andersen people by presenting them a video, and then they can learn about Deloitte‟s history and its current services offered to customers. He can show them around the whole company and introduce each department. This method of socialization will probably be the most effective one cause it can have an immediate effect on learning and a lasting effect on the job attitudes and behaviors of new Andersen people. If Andersen employees attend the orientation program, they will probably be more socialized and can have higher commitment. Socialization tactics: Some of the “six socialization tactics” can be used to structure early work experiences of the new Andersen employees. Collective tactics: The Andersen people can be socialized as a new group, they will go through the same experiences and same challenges in Deloitte. Informal tactics: Since most of the Andersen employees are professional workers, it may not necessary for them to learn regular, formal, professional experiences. They can spend time do some informal or on-the-job training to better understand the job in Deloitte but not the formal, professional knowledge. Sequential tactics: The new Andersen workers may not clearly understand their roles in Deloitte (a new company to them), it‟s better to provide a fixed sequence of steps to make them know more about their jobs. In summary, it's necessary to provide them with an institutionalized socialization. Mentoring: The supervisor of Deloitte can serve as a mentor for the Andersen group, he/she can provides career-enhancing benefits by offering the employees coaching and giving them feedback, he/she can also provide certain psychological functions, like role modeling and counseling, to develop their self-confidence, sense of identity and ability to cope with emotional traumas. Proactive: Andersen employees can try to play an active role in the socialization process by requesting feedback and seeking information about their roles and work tasks. They can also be proactive through observing others‟ behaviors and build relationship with them to improve P-J fit. 4. Deloitte and Andersen conducted a thorough analysis of the cultures at the two companies to find the similarities and differences during July of 2002. Although they were similar in several areas, all of the aligned components of their culture are things that you would find to be standard in all company cultures in the industry. All companies in the industry will identify their culture with that of having a high commitment to quality; client orientation; teamwork; communication; openness and integrity etc. The things that they do not align with that will have a real impact on culture. The two companies were misaligned in areas such as the level of bureaucracy; their diversity as an organization; their market orientation; learning and development; reward and recognition etc. For example, if an employee that was used to a low level of bureaucracy wanted to complete a task in a high bureaucracy environment they might approach the wrong person or not know the correct procedure for having something approved in the bureaucratic methods that everyone around them is so used to. 5. Two firms cannot merge and adopt one culture. The resulting culture must be a blend of the two cultures. The integration group should create a new culture. Deloitte‟s creation of a new logo symbolizes the vision for the integration. This logo represented the shift from one culture to a new one. The new culture that was supposed to exist was „making a difference together‟ and the company would be even stronger and more successful in the market place. This represents the assumed new beliefs and assumptions of the new company. Deloitte must minimize the negative effects the change will have on the productivity of the organization and they must have a focus on minimizing the effects on current clients. It is important for Deloitte to create one corporate culture and focus on creating a cohesive team out of a currently divided workforce if they want the new company to be successful. Deloitte must make the Andersen employees feel welcomed and valued by the company while ensuring that their current employees don't feel swept aside. 6. A transformational leader is most important because he inspires followers to transcend their own self-interests for the good of the organization; they can have a profound and extraordinary effect on followers. A transformational leader would take the company to the next level by empowering and motivating the employees by using charisma, inspiration, promoting intelligence and gives individual consideration to followers. The followers will be more confident, committed and loyal to the organization as a result. This impact on the employees of Deloitte would be felt and the two organizational cultures would begin to merge through the use of one common leader. This leadership role could be successful by someone following the path goal theory of leadership. The path goal theory says that it is a leader‟s job to assist followers in obtaining their goals and provide the necessary direct and/or support to ensure their goals are compatible with overall goals of the organization. The path goal theory indicates that if you find out what employees want, reward them with their wants and let the individuals know what they need to do to get the rewards, a leader will be successful. If a transformational leader using the path goal theory was present at Deloitte, a redesign of the company‟s culture would include original Deloitte employees and Andersen employee wants, which in turn would create a system for both groups to work together and have a common ground. This would help bring both groups together and further integration along by creating some sort of unification and incentive to work together. 7. Communication barriers: Firstly, some Anderson‟s employees may have conflict role demands. They may have a hard time balancing task and emotional role because they were having heavy tasks and facing cultural differences in new workplace at the same time. Secondly, grapevines from some Deloitte employees were throughout the organization. Some Deloitte employees feared that they would lose attentions if the integration took place. Those people were person-oriented rather than problem-oriented. They had negative perceptions on Anderson‟s employees and called Anderson‟s employees “damaged goods” just because Anderson was a failed company. Deloitte‟s national integration team was trying to use internet-based Pulse Survey to monitor the integration process and counteract communication barriers. Pulse survey was collecting random sample unit by unit from both sides o
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