A national media communications company acquires a regional communications company. As a result of the merger the regional marketing department is re-organized, combining the staff of the two organizations. Our Manager is overseeing the restructuring process and is having a lot of difficulty with people shifting roles, sharing assignments and adapting to new hierarchies.
The manager meets with two department members who are very displeased with the new changes. The employees eventually ask the manager to leave the company and head a start-up – funding is already in place.
1. The manager should have done a better job in balancing the need to improve operations with the need to
A. be stagnant.
B. be profitable.
C. gather information.
D. respond to new events.
E. be effective
2.The employees in the video complain about their new roles and duties in the new organization, which indicates that they did not participate in many of the decision making processes before the merger occurred, and the top managers made most of the decisions. This can be an example of
A.radical change.
B. top-down change.
C. bottom-up change.
D. stagnation change.
E. restructuring change.
3. If the manager in the video has identified the resistance of employees as an obstacle for this organizational merger, he could have taken actions to decrease the negative effects of it. In other words, the manager could have done a more effective job on which of the following steps in the change process?
A. Assessing the need for change
B. Identifying the source of the problem
C. Deciding on the change to make
D. Implementing the change
E. Evaluating the change