In this instance, the stronger culture can easily consumer the lesser culture. Employees tend to be more receptive due primarily to the lack of culture and also by the prestige and power of the acquiring firm. Assimilation often occurs will smaller, less established companies being acquired by much larger competitors. As the company is just beginning to emerge, many culture qualities have not become entrenched. Assimilation however, is very rare in the context of mergers.
What is a more common strategy is that of deculturation. This is due primarily to the fact that employees usually resist organizational change, particularly when they are asked to throw away personal and cultural values. Under these conditions, some acquiring companies apply a deculturation strategy by imposing their culture and business practices on the acquired organization. The acquiring firm strips away artifacts and reward systems that support the old culture. People who cannot adopt the acquiring company's culture are often terminated. This strategy can be particularly troublesome as it creates factions within the organization. These factions often possess talented personnel who otherwise would contribute mightily to the organization. However, due to their overall disdain for the new company they are unmotivated and unproductive. This causes problems as company and employee moral is significantly diminished within the organization. In addition, as the company attempts to impose its own values on the organization, many of the older individuals tend to move to competitors, causing competitive disadvantages.
A third strategy and arguable most effective strategy, is to simply integrate the corporate cultures of both organizations. This strategy involves combining the two or more cultures into a new composite culture that preserves the best features of the previous cultures. When company cultures include several overlapping values this strategy is the most effective. Integration also works best when people realize that their existing cultures are ineffective and are therefore motivated to adopt a new set of dominant values. Integration also works well in terms of merger related costs. If both companies are already similar in both industry and values, integration will occur in a much more seamless fashion. If not however, the...
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Although interpersonal and group level communications reside at a lower level than organizational communication, they are major forms of communication in organizations and are prominently addressed in the organizational communication literature. Recently, as organizations became more communication-based, greater attention was directed at improving the interpersonal communication skills of all organizational members. Historically, informal communication was primarily seen as a potential block to effective organizational performance. This is no longer
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Another psychological approach studied the physical basis for emotion. LeDoux (1995, p. 209+) noted, "Scientists concerned with human nature have not been able to reach a consensus about what emotion is and what place emotion should have in a theory of mind and behavior." He proposed, however, that "findings about the neural basis of emotion might also suggest new insights into the functional organization of emotion that were not apparent
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