TELECOM MERGER ECONOMICAL

There will be conflicts and issues that arrive in a
merger process. When a business adds new
leadership, counterparts, structure and style, the
whole organizational situation changes at that
point. Every worker is affected by the changes,
that is, everyone has to quickly adjust and adapt
for the organization to survive. Some issues that
will result from the change will be initial
resistance to power structure, change in worker
attitude, behavior and/or job satisfaction, and high
turnover. As leadership develops the strategic plans
for the acquisition the concerns of the culture and
structural makeup of the company are paramount. As
the culture and structure of the new organization
are addressed, the leadership, given the tools, will
be able to form new relationships and better
understanding of the employees and management of the
acquired company. For this transformation to succeed
a majority of the workforce must buy into it.
Giving direction and focusing on the
objectives presented will ensure the new
organizations strategic plans are met with little or
no resistance.

Autorentext
Raed Omar Sbeit was born in Kuwait in September 1976. He is working as a software Engineer at Verizon Communications. He has his doctoral degree from SMU in Engineering Management.He is married to Sara Khayat and a proud father of a four-year-old daughter Heba Raed Sbeit and a fourteen month old Huda Raed Sbeit.

Klappentext
There will be conflicts and issues that arrive in a merger process. When a business adds new leadership, counterparts, structure and style, the whole organizational situation changes at that point. Every worker is affected by the changes, that is, everyone has to quickly adjust and adapt for the organization to survive. Some issues that will result from the change will be initial resistance to power structure, change in worker attitude, behavior and/or job satisfaction, and high turnover. As leadership develops the strategic plans for the acquisition the concerns of the culture and structural makeup of the company are paramount. As the culture and structure of the new organization are addressed, the leadership, given the tools, will be able to form new relationships and better understanding of the employees and management of the acquired company. For this transformation to succeed a majority of the workforce must buy into it. Giving direction and focusing on the objectives presented will ensure the new organizations strategic plans are met with little or no resistance.