Post-Merger Integration and Change Management Report for Paper Converters Limited
Post – Merger Integration & Change Management Report For Paper Converters Limited
Executive Summary
This report tries to analyse the problems the Paper Converters Limited met in the post-merger integration and management. It aim to review the organsational change and management and talent management of PMI, create a new corporate culture and high-performance project teams, successful communication strategies and make recommendations for the Paper Converters Limited. From the case, culture plays a crucial part in post-merger integration and management. Organsational culture and international culture are very important to a high-performance project teams for the organisation. The use of PMI is also effective. The manager should put the emphasis on culture, including organisational cultures and international cultures, which will make the success of the organisation. The purpose of this report is to analyse the situation of Paper Converter in organsational culture and international culture to find out why the company failed and how to overcome this situation.
Table of Content
1. Introduction
2. Organisational Change and Management
3. Creating a new Corporate Culture
4. Creating high – performance project teams
5. Talent Management in PMI
6. Successful Communication Strategies
7. Recommendation
8. Conclusion
9. References
1. Introduction
Paper Converters Limited was established from the merger of the two companies: Dyson Paper Ltd and Jones Sales Agents Ltd. With the growth of sales volume in West and Middle-east Africa, the company confronted the problem of production capacity but it overcame the hard issue. Then they had a joint venture in Zambia. However, it cannot get expected results. When they have used some procedures, which were used in the UK before, and they found procedures cannot work in Zambia. It is found that the clash of cultures is relevant with post-merger and expansion. The purpose of this report are to
Executive Summary
This report tries to analyse the problems the Paper Converters Limited met in the post-merger integration and management. It aim to review the organsational change and management and talent management of PMI, create a new corporate culture and high-performance project teams, successful communication strategies and make recommendations for the Paper Converters Limited. From the case, culture plays a crucial part in post-merger integration and management. Organsational culture and international culture are very important to a high-performance project teams for the organisation. The use of PMI is also effective. The manager should put the emphasis on culture, including organisational cultures and international cultures, which will make the success of the organisation. The purpose of this report is to analyse the situation of Paper Converter in organsational culture and international culture to find out why the company failed and how to overcome this situation.
Table of Content
1. Introduction
2. Organisational Change and Management
3. Creating a new Corporate Culture
4. Creating high – performance project teams
5. Talent Management in PMI
6. Successful Communication Strategies
7. Recommendation
8. Conclusion
9. References
1. Introduction
Paper Converters Limited was established from the merger of the two companies: Dyson Paper Ltd and Jones Sales Agents Ltd. With the growth of sales volume in West and Middle-east Africa, the company confronted the problem of production capacity but it overcame the hard issue. Then they had a joint venture in Zambia. However, it cannot get expected results. When they have used some procedures, which were used in the UK before, and they found procedures cannot work in Zambia. It is found that the clash of cultures is relevant with post-merger and expansion. The purpose of this report are to
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