bbrother_bbrothe
新手上路
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- 2004-03-10
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我 man..
.....
- 主题发起人 飞菲菲
- 开始时间
我 man..
bbrother_bbrothe
新手上路
- 注册
- 2004-03-10
- 消息
- 1,724
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- 8
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I can only provide some suggestions to you guys. You can use my point if it is resonable.
1. Status Quo ---- no change
2. After the acquisition, the new ogranization adopts the ogranizaiton structure and culture of Paradigm Technologies.
Although there is one business ogranizaiton structure and culture, employees will not adapt to the changes pefectly. In addtion, employees are likely to go back to the previous state.
3. Top management briefly introduce and inform how they will change the ogranizational structure and culture.(Change structure and culture at the same time).The top management of both companies need to make one unique business organizational structure and culture.
Two-way communication is important.
organizational change must include not only changing structures and processes, but also changing the corporate culture as well.
Alternative 3 can best solve the primary problem, so this is the recommended solution.
1. Status Quo ---- no change
2. After the acquisition, the new ogranization adopts the ogranizaiton structure and culture of Paradigm Technologies.
Although there is one business ogranizaiton structure and culture, employees will not adapt to the changes pefectly. In addtion, employees are likely to go back to the previous state.
3. Top management briefly introduce and inform how they will change the ogranizational structure and culture.(Change structure and culture at the same time).The top management of both companies need to make one unique business organizational structure and culture.
Two-way communication is important.
organizational change must include not only changing structures and processes, but also changing the corporate culture as well.
Alternative 3 can best solve the primary problem, so this is the recommended solution.
