Mergers & Acquisition Integration

Question 1: Merger Plan

The first step into planning a merger is stakeholder engagement. This involves bringing together the manager of the previous unit and his staff together with my unit to discuss the imminent merger. Top on the discussion table are the benefits of the merger, why it is necessary and the change elements involved (Li, 2017). The cardinal rule in stakeholder engagement is to be frank and honest, setting the right expectations amongst all participants. The second stage is to carry out a pre-merger assessment where the strengths and weaknesses of the units coming together shall be explored.  A pre-merger assessment breaks down the complex data and other related information with respect to the merger. This will help to understand how collaboration will be designed and the expected complementarities from both sides. Any challenges such as cultural clashes to be anticipated are broken down at this point.

From this point comes in the strategic planning of the merger. The strategic planning process must be applied in totality with respect to this stage, beginning with setting up a shared vision, mission and value statements. These are the foundation of the new unit that shall operate as one. The new strategy to be followed is then crafted and the implementation of the same planned. After the implementation of the strategy, there shall be monitoring and evaluation from which there can be further improvements or maintenance of the status quo.  Finally, the new organization/ nit kicks off new routines, cultures and the structure in an integrated format (Eveland, n.d.). At this point, the challenge is to normalize and routinize the new set up while keeping all stakeholders happy and engaged.

Question 2:  Power

            One of the key elements of the merger plan is the initial stage of stakeholder engagement. This is because the step helps to iron out tensions in the organization due to the proposed merger, identifies the reasons for the merger and sets the expectations of the employees at a realistic level (Collett, 2015). The stage also helps to pacify the other manager whose unit would be absorbed in the new framework and lead to loss of his managerial position. At this stage, there is one form of power that shall be available; legitimate power. The latter refers to power from the possession of a formal right to make demands and run operations (French & Raven, 2004). In this case, the form of power shall be realized as a consequence of my position as the leader of the integrated unit, with the responsibility to spearhead the merger plans. The second stage of pre-merger assessment is equally important, helping to break down the complex details of the proposed merger and devising ways of getting around them. This stage factors in the strengths and weaknesses of each unit and thereby devises ways of moving forward collectively. The types of power available in this point are legitimate and expert power. As the individual crafting the merger plan, the rest must look up to me as an expert with the knowledge and skills to lead them in the process. The strategic planning of the merger also ranks highly as an essential point as it is the main point of action.  At this level, there is legitimate, expert and coercive power. The latter refers to power one holds following the perception that they can punish the rest (Collett, 2015). Coercive power comes in due to the managerial aspects of delivering in the new integrated framework. There is need to oversee all operations and supervise the delivery of each item.  

References

Collett, N. (2015). Mergers and acquisitions. John Wiley & Sons, Ltd.

Eveland, J.D. (n.d.). Leadership. Trident University International.

French, J. R., & Raven, B. (2004). The bases of social power. Studies in social power, 1959-150.

Li, Z. (2017). Characterization of various types of power amplifiers (Doctoral dissertation).