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Essay / Research Paper Abstract
A 3 page paper discussing the anticipated merger of EEST and Ouest and how managers at EEST can assist with the transitions. An apt beginning point is assessment of current culture; anticipated culture changes; and applicable change models. The paper discusses Schein's model of culture and change models of Lewin; Bridges and Mitchell; and Cummings and Worley. Bibliography lists 7 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgMrgChgMod.rtf
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Unformatted sample text from the term paper:
begin to execute the merger of the two companies, managers at EEST begin assessing how EEST as the acquired company can best manage the changes before it. An apt
beginning point is assessment of current culture; anticipated culture changes; and applicable change models. Cultures Role Edgar Schein (1999) holds that corporate culture
can be reduced to and defined by three categories of items: artifacts, espoused values and basic underlying assumptions. Artifacts are visible organizational structures. Espoused values are the
organizations stated strategies, goals and philosophies. Basic underlying assumptions include the organizations unconscious beliefs, perceptions, thoughts and feelings. We at EEST know and understand those qualities as they
exist here; the unknown is how they translate to the culture of Ouest. Changing culture cannot be done by edict, but establishing
the atmosphere in which a strong, positive culture can take root and grow lies directly in the realm of management. Management has the ability to alter Scheins (1999) artifacts
and espoused values portions of the model of corporate culture, which in time will lead to change in the third section of the model. Certainly change will occur, as
already has been seen in the change in IT policy as EESTs policy makes way for that of Ouest. The best case scenario,
the one capable of producing the win-win situation and therefore more positive results for the organizations bottom line, is that in which corporate culture embraces accountability but also encourages thoughtful
risk-taking among those workers generally without the opportunity to make such a decision. Deming (1986) was adamant that fear serves no positive purpose and worked to inhibit the formation
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