Role of Project Manager in Different Cultures
Introduction
In the aim of the organization to increase the competency and gather success, business leaders usually come up with an idea in terms of merging and acquisitions. The potential of company merge is extremely high most especially if the business environment of the two companies is the same and the milestones are equally synched. This typical action of expansion generated from the challenges created by the globalization, development, and international businesses. In addition, there is an increase in acquiring various technologies, producing products or services that are genuine from the other competitors, and generation of potential strategies.
Background and Problem Statement
The potential growth of an organization is the mainstream of idea within the corporate world. Thus, the merger and acquisition is an activity wherein the organization/s is attempting to save the business from total downfall. However, this type of activity not only affects the business model, business operations and strategies, or business’s assets (Mylonakis, 2006). It definitely affects the employee relationship because of the diversification in the workplace. Various changes occur and big adjustments among the employees are greatly needed. At some point, the harmony in the workplace is hard to achieve due to the existence of conflicts because of the clash of corporate cultures. In the appearance of workplace conflicts, what would be the specific role of a project manager to minimize the tension in between diversified employees?
Research Aim and Objectives
The main aim of the study is to identify the essential that a project manager plays to control the different cultured employees. To support study’s aim, there are three objectives that can serve as the steps in determining the most possible result.
1. To create a link between the role of the project manager/s from the other managers within the organization
2. To measure the existence and impact of the employee-employer relationship in organizations that happened to adopt the merger and acquisition strategy
3. To meet the most ideal way of communicating between the diversified employees
Literature Review
The idea of merger and acquisitions of the company will definitely leave a stain on the side of the employees - either negative or positive impacts - but for the organizations it will definitely create a great advantage (Schraeder, Swamidass, & Morrison, 2006). The employees will feel the negative impact especially when their company is the one being acquired. And because of this, many people decided to leave the company before they feel the effect of business combination (Chambers & Honeycutt, 2009). It is natural for the employees, who are the primary people that can experience the changes, to be scared and nervous in the beginning of the merger and acquisition phase (Michaud, 2000). There’s a possibility to segregate the things that seems important in the business and disposed the other. There is also a chance where the right of the acquired company is taken for granted and just follow the lead of the larger company. When this happens, the employees of the acquired company will find some difficulty in keeping their position. There are many extent of possibilities and questions that revolves around the issue of merger and acquisition, of how the business combination affects the employee, and the impact that will leave on the people that playing an important role, particularly in terms of their relationships and the power of technology (Meese, 1999). However, not all of the merged companies succeed in their expansion action. Most of them failed because of the inappropriate handle of workforce and other contributing factors.
Methodology
The most desirable and yet applicable method is the use of survey and interview in the organization/s that is engaged in merger and acquisition as their part of expansion strategy. At first, the survey procedure should be conducted on the randomly chose participants who are the employees. Within the survey, the researcher can determine on how much impact did the action of merger and acquisition affected the relationship of an employee with the other. On the second part of the interview, the participants are mainly the project manager/s who can elaborate the kind of workplace conflict he/she experienced and what type of resolution applied in the workplace to minimize its occurrence.
Conclusion
When two companies combined their resources and power, the most common aspect that can entirely receive the impact and changes are the people. There is a great possibility to recognize the appearance of workplace conflicts because of the diversity of people and differences in organizational culture. But because of the diplomatic leadership and control of the managers, it is also possible to minimize any drastic effect of the workplace that might reflect on the new organization’s performance.
References:
Chambers, K., & Honeycutt, A., (2009) “Telecommunications Mega-Mergers: Impact on Employee Morale and Turnover Intention”, Journal f Business & Economics Research, Vol. 7, No. 243, Accessed 27 May 2010, from http://www.cluteinstitute-onlinejournals.com/PDFs/1728.pdf
Meese, A., (1999) “Will, Judgment, and Economic Liberty: Mr. Justice Souter and the Mistranslation of the Due Process Clause”, William and Mary Law Review Journal, Vol. 41, No. 1.
Michaud, A., (2000) “The Human Side of Mergers and Acquisitions: How to Promote Organizational Healing”, Achieve Global, Vol. 3, No. 3, Accessed 27 May 2010, from http://www.achieveglobal.com/link_pdf/mergerstory.pdf
Mylonakis, J., (2006) “The Impact of Banks’ Mergers and Acquisitions on their Staff Employment and Effectiveness”, International Research Journal of Finance and Economics, Accessed 27 May 2010, from http://www.eurojournals.com/finance.htm
Schraeder, M., Swamidass, P., & Morrison, R., (2006) “Employee Involvement, Attitudes and Reactions to Technology Changes”, Journal of Leadership and Organizational Studies, Vol. 12, No. 3
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