Figure 32 Organizational System Model Organizational Focus

Source From Carleton & Tosti (1979). Source From Carleton & Tosti (1979). model has work being performed by people within an organization. These two models, while theoretically simple, do seem to account for the critical elements that need to be understood in order to analyze the performance of an organizational system. Since that time we have added a number of adjustments to the model that experience, research, and advancements in the understanding of organizations have shown to be...

The Need

When Marshall arrived at BA in 1983, he found an airline that was losing something on the order of 140 million per year or 200 per minute, 24 hours a day seven days a week. BA as the saying went at the time, stood for Bloody Awful. A 1980 survey by the International Airline Passenger Association placed BA at the top of a list of airlines to be avoided at all costs. The basic attitude of the airline's staff was reflected in the words of a senior manager in 1984 when he said, We could run a damn...

Introduction

Neither company could have lost that much money on its own. Steve Case, Former Chairman of the Board, AOL Time Warner THE ODDS OF ACHIEVING organizational success after a merger or acquisition are not good no matter whether the companies involved are small, with a few million in annual sales and a few hundred employees, or whether they are corporate giants, with billions in annual sales and thousands of employees around the world. The complexity of mergers...

Tiger Teams

The next step in the alignment and integration process shown as Step 6a in the nine-step model in Exhibit 6.1 is the investigation and resolution of any infrastructure issues that have surfaced during the CDD or in the Issues-Based Team Building or All-Managers Session by Tiger Teams. Figure 7.2 shows how tiger teams fit into the larger integration picture. Tiger teams are groups of three to ten people who take on a particular problem, issue, or possibility that something will affect...

Figure 31 Organizational Alignment Model

Source Based on Tosti amp Jackson, 1987. Achieving Post-Merger Success Our own Organizational Alignment Model, shown in Figure 3.1, is a solid, proven, and highly intuitive diagnostic template for initial diagnosis of the organizational system drivers. Appendix B presents a fuller description of the model, definitions of terms, and examples that can be used to help clients understand the concepts as they embark on the process. This is also included on the CD-ROM that is included with the book.

Mergers Acquisitions and Organizational Effectiveness

PART 1 OF THIS BOOK consists of three chapters Chapter 1 Mergers, Acquisitions, and Organizational Culture Chapter 2 The Organization as a System Chapter 3 Organizational System Alignment In these chapters we present the data and research findings on the success of mergers and acquisitions, present the business case for cultural due diligence and assessment, define and discuss organizational culture and performance, and establish the prerequisite concepts and understanding required to deal with...

Figure I1 Cultural Due Diligence Assessment and Integration Flowchart

gt - Other Due Diligence Activities gt - Other Due Diligence Activities Confidential Integration Planning if Possible and Applicable Take Action to Prepare Acquirer Organization as Needed Identify Broad System Alignment Issues Discuss Results and Recommendations with CEO Present to New Executive Team and Refine Plan Communicate Plans to All People as Appropriate Merged Organization Approaching Full Focus and Function Merged Organization Fully Focused and Functioning Achieving Post-Merger...

Acknowledgments

THE PRIMARY ACKNOWLEDGMENT that needs to be made is to the numerous researchers, practitioners, and academics who have gone before and laid the groundwork that made this addition to the understanding of organizations and human behavior possible. Many of these people are listed in the References at the end of the book. There are, however, a few people who merit special acknowledgement for their importance to the development of this book. First and foremost among these is Dr. Donald T. Tosti. Don...

Part three Cultural Alignment and Integration

6 Aligning and Integrating the Executive Group 89 Planning Cultural Alignment and Integration 89 Discussing Results and Recommendations with CEO 91 Aligning and Integrating the Executive Group 94 Issues-Based Team Building for the New Executive Team 96 7 Aligning the Management Group 99 Gaining Clarity on Organizational Direction 100 Gaining Agreement on Values and Practices 102 Communicating the Session Results 103 Feedback-Based Management Planning Sessions 105 8 Aligning the Total...

List of Figures Exhibits and Worksheets

Figure I.1 Cultural Due Diligence, Assessment, Figure 1.1 Typical Post-Merger Performance 14 Figure 3.1 Organizational Alignment Model 36 Figure 3.2 Organizational System Model Organizational Figure 3.3 Addition to the Organizational System Model Figure 3.4 Organizational System Scan Model 40 Figure 3.5 Organizational Factors Work Level 42 Figure 3.6 Organizational Factors People Level 43 Figure 3.7 Organizational Factors Organization Level 44 Exhibit 3.1 Overview of the Organizational System...