By Nancy Hubbard
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Extra info for Acquisition: Strategy and Implementation
Second, enactors or middle managers are often key to the imp1ementation success, yet their expectations are usually mismanaged and they are the most likely to leave the organization. If an acquirer feels these employees are key to the deal's success by virtue of their link to the shopfloor, their expertise in case of board dismissal or in acquisition implementation, it is crucial to ensure adequate care is taken in managing these employees during the implementation period. Finally, while mismanaging employee expectations may not necessarily lead to a mass exodus of employees, by doing it right, the acquirer creates a feeling of goodwill with acquired employees that can serve as a very real employee motivator, even during times of organizational upheaval and change.
Behaviour du ring acquisition: what to expect from employees Because of the high concerns and emotions discussed above, it is not surprising that after acquisition, employees in both the acquirer and target companies generally behave in a different manner than they do normally. There are certain behavioural characteristics which are often seen after acquisition in both the target employees and the acquiring employees. First, as discussed above, concerns regarding job security, roles, friends, one's status and the company culture run high during acquisition.
This is potentially more acute in cases of full integration where layers of the organizational hierarchy (and employees) are affected by new corporate procedures and structures. On an organizationallevel, some employees have concems as to how the target company will 'fit' within the acquiring company and the effects of the acquisition on the combined company's culture (Box 4). Once again, it is likely that the degree of integration will influence the level of cultural concem, as the greater the integration, the greater the likelihood of cultural changes.