Merger and Unit Integration Issues – ***Please number answers according to questions. Please answer the following 4 questions. As a leader/manager, one circumstance you may encounter is the necessity to integrate or merge two organizational units. This can be a stressful period which, if not properly managed, can cause a good deal of tension and/or conflict, often leading to decreased organizational performance. Consider that senior management has dictated that your unit will merge with another manager’s unit over the next three months. You will be the leader of the newly merged group. The previous manager will remain on your staff. Senior management has asked you to submit a merger plan. (If you have previously been involved in an actual unit merger, please share the organizational dynamics you experienced as well as any lessons learned.) **Please provide at least one paragraph for each answer to the questions 1. What are the key issues/challenges/opportunities you face, both short and long term? 2. Describe three key elements of your merger plan. Sociopolitical Skills Organizational structure, norms, values, culture, etc., all have an impact on a leader’s success. Consider the new or advancing leader. Such a leader is expected to learn how to effectively perform all of the important administrative and professional/technical tasks. In addition, the leader needs to master the necessary social skills associated with early effectiveness in the new position. Below are 10 “sociopolitical” categories which may influence a transitioning leader’s early (and enduring) effectiveness. These include, in no particular order, the ability to: • enter into an established leader/employee “network.” • sense, as well as use, appropriate communication; influence behaviors. • sense and appropriately act on keen organizational norms. • become aware of, and sensitively interact with, organizational “blockers” and “enablers.” • build political bridges by identifying and relating to key formal/informal power sources. • become known as a “go-to/can-do” individual. • be perceived as a “team player.” • sense key organizational issues upon which to create early vision, initiatives, and value. • identify and appropriately respond to the requirements of superiors/peers/subordinates. • be perceived as having organizationally appropriate ethics, values, and beliefs. Please note that these are behavioral skill categories, not actual behaviors. You likely use many of the actual behaviors (such as “interpersonal communication”) within a category every day. Remember, after you submit your answer each week to the Discussion Question itself, you also need to respond to at least two of your classmates’ posts. ***Please provide at least one paragraph to the question 3. Does this list of “sociopolitical” skill categories match your sense of what is most required to help ensure a leader’s early success in a new role/position? What might you add or subtract to help ensure the most effective transition into a new job? 4. In your view, how important to your enduring success in the job are your early efforts in a new leadership role? Presuming you already have practiced some or all of the 10 items, how did you learn to do so?
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