The Merger/Acquisition Transition Plan

This purpose of this plan is to maintain employee work productivity during the merger/acquisition transition. Acquisitions will be implemented to strengthen and expand the company, by targeting opportunities that offer profitable growth; resulting in increased profits, and the design of new business strategies. A consensus is built with all merger partners to meet the purpose and goal of the merged organization.

The integration of the merger/acquisition begins with a change in the organizational leadership. When leadership cha

This organizational and individual performance expectation guideline needs to be able to allow for a channel of open communication between all levels of management as well as between employee - manager functionality.

There also should be a standard operational performance guideline provided to monitor and support the traditional employee staff of the organizations. The Sales Department should have an outline that shows how much revenue needs to be generated each month. There should be positive influences given for those individuals who do indeed meet and exceed the expected sales quotas that are needed to sustain market share capture. There should also be training provided to employees so they can achieve the necessary monthly goals in the sales office.

A systematic and periodic assessment of the merger/acquisition transition plan will be conducted to determine the continued effectiveness of the plan. This will allow for the necessary adjustments to plans, policies, and procedures. The merger/ acquisition transition plan must be implemented by leadership that understands the purpose of such a plan. They are also responsible for implementing the plan, by using the techniques that will meet the needs of the organizations. Two of the most crucial components in the plan are the changes in management and leadership. Changes in management and leadership will most likely have a change in the organizational culture as a whole, so management must be prepared to deal with employee resistance, which is very common during a merger/acquisition transition. To assist management through the possibility of resistance, management will use the path-goal theory.

The organization’s many changes related to the merger/acquisition plan will also result in issues in relation to communication and the empowerment of management, and possibly employees, when the path-goal leadership theory is applied. Unless trusting relationships between management and their subordinates have been developed, it may be difficult for subordinates to fully rely on management’s enthusiasm towards providing an environment that will allow them to meet their desired outcome. It is important that subordinates understand they are now managed by a team, which is expecting productivity to remain consistent or increase to the benefit of the company.

Some topics in this essay:
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