Xyz Energy Organisational Behaviour

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Regarding adapting to new organization culture issue, I would recommend Big Energy to invite XYZ employees to a corporate dinner so they are introduced to Big Energy’s staff members and they can learn about each other’s experiences in different companies. In addition, Big Energy could create a 5-day program and allocate XYZ departments (marketing, commercial, operational and trading) to the same department of Big Energy since both companies core business structure was similar. So, within the five days program, XYZ employees can ask Big Energy’s staff questions about the organization’s culture and working style. At the same time, they can bond and share each other’s knowledge. This way, XYZ staffs will feel more welcome and go back to the field accepting the integration acquisition more easily (O’Reilly III & Pfeffer 2000). Secondly, to reduce the negative impacts on XYZ employees in integration, before the acquisition, XYZ Energy can come into an agreement with Big Energy to keep XYZ employees, and ensuring they will obtain equal job benefits as Big Energy’s employees. This way, they can compete for the jobs based on merit. Also, gain back motivation by having a goal to work towards. Lastly, Big Energy’s senior management team could leverage the competitive advantages it acquired from XYZ Energy to gain an edge in the industry and XYZ employees will feel honoured as well because the new processes they invented are put to good use. Moreover, Big Energy management team could visit XYZ Energy’s staffs on a regular basis to engage with them; thus creating trust on both sides. When communication and trust is present, XYZ Energy’s staffs are committed to the organization and would be more willing to open up to give feedback about the company. Together, they can work to enhance Big Energy’s full potential to greater success.

Final Word Count: 2000

Reference List

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Turnitin Originality Report

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