Consider the people-fit issues during mergers

Article Abstract:

It is crucial to the success of mergers and acquisitions that the human element receive considerable attention during the merger period. A framework for addressing such issues should examine four areas: management fit, employee fit, organizational climate, and executive fit. Management fit involves determining the management teams that will result from the merger, whether one group is more likely to be discharged than another, and whether there is likely to be interpersonal conflict among the groups because of the merger. Employee fit should examine how the merger will affect the work force in terms of motivation and productivity. Organizational climate involves predicting how the two companies' climates will match, especially in terms of communication practices. Executive fit determines the leadership requirements of the new organization.

Acquisitions and mergers, Corporate reorganizations

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Quality circles earn union respect

Article Abstract:

New Mexico's White Sands Missile Base initiated a successful quality circle program in 1983. Unions are traditionally hostile to the quality circle concept, as these circles are perceived to usurp and diminish union power. Two unions at White Sands participated in the quality circle program to the benefit of all concerned. The National Federation of Federal Employees Local 158, representing 1,500 employees out of 4,000, eventually merged with another, representing white collar workers, to bring total union membership to 2,000. There are now 30 circles involving 300 employees. The success of the quality circle concept, with its emphasis on worker participation in some management decision-making, is attributable to worker, union, and management motivation, support, and cooperation.

Contracts, Labor relations, Quality management, Military aspects, Aerospace industry, Quality circles, White Sands Proving Grounds, New Mexico, National Federation of Federal Employees

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