Others maintained Light Co, had determined the cash viability of our company, and decided it was worthwhile being acquired by Excellent Electric Company. The perception was espoused in the idea of Light Co, just coming in for the kill. Shock waves rippled through the entire company, and break rooms, which used to be filled with a buzz of excitement, were reduced to nothing but a graveyard. Gossip swirled around the entire operation. Employees feared for their jobs, they were breadwinners, and many other concerns kept popping up. Then, there was the issue of groups.
Different groups had their issues. Some of the employees complained that management knew about the acquisition long before it became public knowledge. If you were a manager, your job was protected, and if lay offs occurred were they based on seniority or management preference? Light Co, employees were apprehensive and Excellent Electric employees had mixed reviews. On the other hand, some employee groups said that they would welcome the acquisition. They had no fear regarding change of company name or job security. Senior employees stated that if the company offered buy-outs, they would like to be informed, because they would like to take the package. A lot of employees complained about poor communication of the process. As far as they were concerned, there was lack of transparency in terms of the acquisition. It seemed as though senior level management knew exactly what was going on. The coordination was highly ineffective and there was no true sense of proper direction, which prevails, in a well-coordinated acquisition. On the whole, different groups were getting different information as to how the entire process was going to fall out. .
It was apparent the organization process was marred with imbalances. Senior level management was quite abreast with the procedure but disseminating it to different departments left a lot to be desired.
