Classification of the Two Organizational Cultures
It is agreeable that Endothon has a market-oriented organizational culture. Two facts explain why the firm has this kind of culture. To begin with, the employees focus on the demands of the customers (Cheng & Seeger, 2012). The second reason is that the workers do not follow strict procedures.
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The first expectation of these employees is to satisfy the needs of the targeted customers. The second one is that the workers develop positive practices that can maximize customer satisfaction (Cheng & Seeger, 2012).
Techfite’s organizational culture is employee-oriented. Several facts explain why Techfite embraces this kind of culture. To begin with, Techfite’s managers empower their employees using adequate resources. This goal is achieved through continuous training, guidance, and empowerment. The targeted resources include appropriate tools, skills, and machines. Secondly, the firm creates the best working environment for the workers. The employees are motivated to deliver positive results (Kansal & Chandani, 2014).
The first expectation of the workers is that the company should realize its goals within the specified period. When the targeted objectives are realized, the employees become empowered. The second one is that Techfite should provide quality resources to maximize the workers’ productivity (Kansal & Chandani, 2014). Such resources include desirable skills, machines, and work-life balance.
Organizational Change: Aligning Techfite’s and Endothon’s Culture
The best model to align these two cultures is Kurt Lewin’s Change framework. The first stage outlined by the model is unfreezing. This phase empowers the workers in both organizations to accept the proposed change. The workers can be informed about the targeted objectives. The next stage is implementing the change. The two firms will be required to engage in new practices such as teamwork and collaboration (Drori, Wrzesniewski, & Ellis, 2011). The employees should be educated about the benefits of the targeted project. Consequently, the employees will work hard to produce a powerful system that supports the organizations’ goals. The final stage is called refreezing. This phase ensures the workers embrace and make the change part of the culture.
Recommended Organizational Structure
A powerful horizontal organizational structure is needed to support this collaboration (Drori et al., 2011). Organizational managers should appoint competent project leaders. This new structure will minimize the level of the hierarchy. This structure is needed because the workers will be empowered to focus on the project’s deliverables. The structure will promote a new behavior at Techlife. The employees will support each other and promote the concept of work-life balance (Drori et al., 2011). The concept of teamwork will eventually deliver positive results.
Why Techfite’s Employees Might Resist Cultural Change
Techlife’s employees might resist the implemented cultural change. This outcome is possible because the employees are used to hard work and commitment. They always use their efforts and skills to deliver positive results in a timely manner. They always follow guidelines and instructions from their superiors. The proposed cultural change is aimed at transforming these behaviors (Kansal & Chandani, 2014). These aspects, therefore, explain why Techfite’s workers might resist the change.
Recommendations to Overcome the Resistance
The anticipated resistance might affect Techlife’s performance. The best recommendation for addressing the resistance is through the use of effective leadership. The organizational leader should be aware of the existing differences in the firms’ cultures. The next stage is to enlighten the workers about the benefits of the new cultural change. Conflict resolution, empowerment, guidance, and provision of resources are useful approaches to empower Techlife’s workers (Cheng & Seeger, 2012). This strategy will be useful in addressing the experienced challenges.
Cheng, S., & Seeger, M. (2012). Cultural differences and communication issues in international mergers and acquisitions: A case study of BenQ Debacle. International Journal of Business and Social Science, 3(3), 116-127.
Drori, I., Wrzesniewski, A., & Ellis, S. (2011). Cultural clashes in a merger of equals: The case of high-tech start-ups. Human Resource Management, 50(5), 625-649.
Kansal, S., & Chandani, A. (2014). Effective management of change during merger and acquisition. Procedia Economics and Finance, 11(1), 208-217.