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There are recommendations for a company who wants to have a united organisational goal when merging with another company, especially among United Kingdom organizations (Grayson, 2011). The recommendations are as follows:
- The organizational goals must focus on engaging in the same market segment. There is better synergy if the merging entities are engaged in the same line of business.
- Charles Bankes (2006) emphasized the merger’s organizational goals must focus on ensuring a successful and smooth chemistry among the officers and staff of the subsidiaries of the merger entities. Businesses are entered into to accomplish the merged company’s goals and objectives, not to compete with the goals and objectives of the other entities joining the merger.
- Roger Clarke (2006) reiterated the merger goals should focus on increasing the company size, literally. This lessens competitor size.
- A successful merger goal ensures that the major services offered to each member entity in the merger is sacrificed, reduced, or eliminated to increase accomplishment of the newly merged entity’s goals and objectives.
- Neil Rollings (2007) opined the merger goal must ensure a smooth synergy among all the entities joining the merger in terms of organisational goals and objectives. For example, a merger between H21, a health care organisation, and another organisation, Claimar Company, includes the installing of propping up of the current H21 finance director as one of the new merged company’s headquarters officers. In addition, Raguvaran was appointed the chief executive officer of the newly merged organization, the offshoot of the merger between Claimar and H21.
- The merger goal should harness the synergistic powers of each member entity to increase it business dealings in order to meet the merged company’s bigger goal of filling the needs of the bigger market segment. One entity may have the best marketing strategy. Another entity may have the best quality product. A third entity may have the best supply chain organisation.
- The merger goal should focus on enhancing the merger companies’ current business technology processes. The business processes include increase its high technology processed, human resource maximization (choosing the best and the brightest people accomplish the merged company’s goals and objectives).
- The successful merger goal focuses on the synergy of the individual merger company’s individual strengths to ensure quicker and better accomplishment of organizational goals and objectives. The synergy should include a synergy of the each merging company’s individuality, investment, ambition, integrity, empowerment, and improvement capacities.
- Brian Rutherford (2007) theorized the successful merger goal will focus on combining the expertise of each line and staff personnel within the newly merged organisation to ensure faster and better accomplishment of the merged company’s new goals and objectives. The goals and objectives include. Specifically, the senior and middle level managers of the new merger company must visit all the branches and subsidiaries to explain the importance of each individual’s contribution to the accomplishment of the new merger company’s mission vision, values, activities, and future plans.
- The successful merger goal will include having a new identity. All member entities must focus on contributing one’s share to accomplishment of the merged company’s organizational goals. For a start, each member entity must implement the new organisation’s new identification card, new sets of uniforms, new badges, and a new merger website.
- The successful merger goal will maximize the new merged company’s combined expertise to increase the current merged organization’s currently combined profits.
- All the entities of the merger entities must have a similar goal of having a point of view and communicate their suggestions, comments, recommendations, and misgivings with the entities joining the merger in order to thresh out and resolve any conflicts among the merger entities.
- The new officers of the surviving merger company must immediately meet to set both short term and long term organizational goals. For example, the new officers will vote on prioritising goals and objectives in the newly merged company’s new charted course.
- The new organizational goal must ensure the line and staff personnel learn to adjust to the new but bigger merger company’s objectives and goals.
- The new merger organisation’s goal must ensure the line and staff personnel accept the successes or accomplishment of the other entities joining the merger, and not compete or become jealous of the other merger entities. The quote “united we stand, divided we fall” snugly describes this paragraph.
- Each merger entity’s goal is to incorporate the ethical standards in the setting and accomplishment of the newly merged entity’s goals and objectives. Ethics focuses on morality of engaging in any business activity.
- the new organisation’s goal is to eliminate the unhealthy competition and comparison of the successes and failures of each entity joining the mergers in order to remove animosity, envy, and frustration from each merging entity’s line and staff personnel having lesser profits and other successes in life.
- Lastly, the organisation’s goal must include each merger entity’s line and staff personnel remembers and implements the individual entity’s successful passions implemented prior to the merger with the aim of accomplishing the new organisation’s goals and objectives.
References
Bankes, C. (2006) U.K. Merger Control. London, LexisNexis Press.
Clarke, R. (2006) New Developments in UK and EU Competition Policy. London, Edward Elgar Press.
Grayson, D. (2011) An Unusual Merger. StandardSocial Innovation Review. London, Leland Stanford University Press.
Rollings, N. (2007) British Business. London, Cambridge University Press.
Rutherford, B. (2007) Financial Reporting in the United Kingdom. London, Taylor & Francis Press.
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