(Mt) – MGMT 313 George Mason University Management Paper

FINAL DRAFT 2000 words (excluding references), 100 points This draft is your opportunity to incorporate the feedback of your peers and professor/GTA in order to create a polished whitepaper. It should be evident that all of the steps you have taken up to this point have gotten you to this point. Specifically, it should have a clear point of view and be persuasive. It should be oriented toward the CEO of your company. It should be based on thoughtful analysis of research. It should be logically organized with clear transitions between sections. It should show your knowledge and understanding of OB concepts. It should also be free of spelling and grammatical errors. At the end of the final draft, you should also include a 250 word or more self-assessment (The 250 words count towards the 2000 word count). In this assessment, you will explain what you learned in the process of writing this paper. This assessment should not be focused on the content of the course (e.g. motivation), but instead should be focused on the writing process. Include desriptions of new insights you had throughout the process that could change the way you write. Put simply, tell us what you now know about writing that you can take with you in the future. Final Draft Rubric (100 points) Criteria Poor Good Excellent Organization Paper is not clearly or thoughtfully organized (1-4 pts) Organization is clear and thoughtful in most areas of the paper but not all (5-9 pts) Clear and thoughtful organization throughout (10 pts) Persuasive Writing Style Does not engage in a persuasive writing style or consider the audience (1-9 pts) Mostly uses a persuasive writing style but needs to improve on convincing and logical argumentation, with good but not excellent consideration for the audience (1019 pts) Persuasive writing style with convincing and logical arguments used throughout, and with consideration for the audience (20 pts) OB Concept #1 Does not demonstrate understanding of the first chosen OB concept and/or does not explain how it applies to org change (1-9 pts) Partially demonstrates understanding of the first chosen OB concept and partially explains how it applies to org change (10-19 pts) Demonstrates thorough understanding of the first chosen OB concept and how it applies to org change (20 pts) OB Concept #2 Does not demonstrate understanding of the second chosen OB concept and/or does not explain how it applies to org change (1-9 pts) Partially demonstrates understanding of the second chosen OB concept and partially explains how it applies to the org change (10-19 pts) Demonstrates thorough understanding of the second chosen OB concept and how it applies to org change (20 pts) SelfAssessment Does not include Includes a self a self assessment assessment that is (0 points) unclear or less than 250 words. (5-9 points) Includes a clear self assessment of 250 or more words. (10 pts) Grammar Poor writing quality and grammar (1-4 pts) Overall excellent writing quality and grammar (10 pts) Good writing quality and grammar with some errors (5-9 pts) APA Formatting and Writing Does not use proper APA formatting and referencing throughout, is less than 2000 words, and/or does not follow all assignment guidelines (1-4 pts) Misses one or more of the following: APA formatting and references, 2000+ words, and assignment guidelines (5-9 pts) Proper use of APA formatting and APA references, 2000+ words, and follows all assignment guidelines (10 pts) Assignment Guidelines Written submissions should follow these guidelines: – Font: 12-point Times New Roman – Formatting: APA7 style (information available on Blackboard) – Margins: 1 inch – Page Numbers: Bottom Center – Spacing: Double (not 1.5) – Word Count: List Word Count on Final Page (not including references) Deviations from these formatting guidelines will lead to a loss of points. G01077537 10 April 2023 To the Ambessa Technologies Corporation CEO, this organization does not want to be represented by a CEO incompetent at implementing relevant and equitable decisions to guide towards the future success of this company and its employees. I understand that the plan behind our newest acquisition is one for the benefit of our organization’s financial position, we have the potential to gain another perspective and insight on how we can improve new business products and innovate new concepts to introduce to the market. As one of the selected executives in this organization, I’ve assessed the issues that our employees are being faced with as a result of our new tech acquisition, KC Solutions. I will be further explaining staff concerns and request your consideration on behalf of Ambessa Technologies Corporation’s team members. There is a decline in employee motivation that has been caused by our new acquisition, since KC Solutions is also involved in technology services the competition to grow within roles has been challenging, if not almost impossible since there has been an increase in employees working in the same positions; this has led to a lack of employee motivation. In addition to that, with Ambessa Tech acquiring a smaller tech firm, KC Solutions, known to be a more conservative company due to its size and location, trying to manage diversity has played a role in difficulty with cohesiveness all within Ambessa Technologies. Our organization should not go through with the new acquisition, KC Solutions Inc., this will lead to a continuing decline in employee motivation, and we will be facing issues with managing diversity. Ambessa Technologies has grown remarkably throughout the last few years, we have shown our employees and clients that there could still be efficiency in the work being done along with a laidback more modernized environment for our staff members, we want to integrate those practices into KC Solutions, 1 however, we also do want to reiterate some of their core strategies into our firm for a more balanced and comfortable domain for both company employees to seamlessly work together. Ambessa Technologies is undergoing a large change, being this new company’s acquisition of KC Solutions seems to be the next step towards achieving our projected company sales goals for the upcoming year. However, this organizational change leads to a negative impact on the employee motivation here at our firm. Adding an acquisition to the company can frequently lead to counterproductive impacts, which does include a lack in employee motivation, this implication can easily lead to a decline in employee performance and fear of job loss. Given that our newly acquired company operates with similar goals and service offerings, the factor leading up to a decline in motivation will result from being overstaffed with too many of the same job roles between the two companies. Sometime in the last year, we as a firm did plan on promoting staff who were qualified, with this new acquisition and an oversaturated number of employees doing the same tasks, it may become more difficult in trying to depict who is most qualified for said promotions. It would be completely unfair if we assessed only staff of Ambessa Technologies and not take new acquisition employees into consideration, this is easily leading us into both groups of employees not being able to trust leadership which will also factor into a decline in their motivation and drop performance levels (Nikandrou, Papalexandris, Bourantas, 2000). It appears that our employees have been spreading uncertain stances and there has been a discomfort throughout this organizational change, because KC Solutions is also involved in the technologies industry, the competition to grow within roles will continue being a challenge, if not that then there has already been concern revolving around how secure their job position is with them, or can it be taken away at any given time. With our employees dealing with the fear of losing their positions, the performance numbers have also drastically dropped significantly 2 since the acquisition announcement was made. These are all reasonable worries to consider, now I will further state the options we have in place to successfully direct the company on the right track towards performance and sales goals, the best course of action to lead this issue in a positive direction with an increase in performance and employee motivation, it is important we as members of the executive board, ensure that we provide recognition and reward our staff. Being mindful of recognizing our employees will not only help their self-confidence but will be a primary factor in giving our staff an extra push when aiming to outperform our company standard (Nikandrou, Papalexandris, Bourantas, 2000). Another suggestion that can be offered is through providing our employees with a chance to give us their feedback, in order to increase employee engagement and feel as their insight is valued from the corporation. Managing diversity between employees is a difficult and a process to tackle on, because of the new acquisition of KC Solutions, Inc., this acquired firm is quite small, and although we do want to acquire them in plans to implement identical strategy and environment as Ambessa Technologies, the company does already have an established organizational culture. This new acquisition we will be taking on is primarily based on the outskirts of cities in the midwest area of the U.S., it’s a small company and practices more traditional processes in comparison to a lot of tech firms, this is quite a rare case. Studies show that based on researched acquisitions in the United States, there is a direct correlation in post-acquisition conflict within employees and organizational diversity between the two firms (Sarala, 2010, p. 36). The acquisition requires us to bring this company in under our wing, in hopes that it can benefit the firm in economic terms, however, KC Solutions has things of its own established like the culture, work processes, mission statement, and an overall different environment with a different group of employees in comparison to Ambessa Technologies. With Ambessa Technologies acquiring a smaller tech 3 firm, KC Solutions, known to be a more conservative company, organizational diversity has played a role in difficulty with cohesiveness all within Ambessa Technologies. According to company statistics, the comparison in employee demographics is opposite in terms of diversity in the workplaces. This can be especially challenging when we’re faced with differences in our purposes or company mission statements. A difference in corporate culture can drive organization’s employees as far as not being able to trust fellow colleagues, the safeguard employees have within can quickly be reversed and may become in fear of losing that due to such a vast difference in the organization’s diverse cultures. With employee conflict as a risk factor in the success of this acquisition, it is important that we take this matter seriously, due to the vast differences we’re facing between these two firms. This implies though not directly expressed that these impacts can become direct risks related to the downfall of the company (Mackenzie & Woodsworth, 2013, p. 918). To ensure that we seamlessly manage the diversity between the two firms, we must establish ourselves by providing open communication to the employees and develop a plan to promote cultural awareness, and if we see fit then we should be willing to tweak some of our mission statement to ensure that everyone feels comfortable with the firm our staff is working for. Channels we should use to implement this plan is through assigning each employee with diversity and inclusion trainings, this will develop well-structured team building and shed light on accepting cultural or background differences and a reminder to focus on our company’s goal and ensure that is promoted across all streamlines of the organization. And as I previously stated but will be further diving into, it is important that we discuss the possibility of creating a new and improved integrated corporate mission statement, whether it may be slightly different to what the acquired company is used to, this will aid in ensuring that these two firms are working together on building an agreed upon strategy that all employees will then be assimilated into. 4 In conclusion, it is apparent that Ambessa Technologies has been outperforming our competitors, but this acquisition could be a corporate setback for the company’s performance records in the coming future. It is important that you fully take this message into consideration, we should not neglect the importance of building a uniform corporate culture, because essentially depending on what direction that goes, it could completely break the success of our corporation. Undergoing a change like this requires careful thought, in addition to the diversity between the two companies, we must adhere to improving the fluidity of our operations with acknowledging that most of KC Solutions employees have dealt with a different leadership style, which has also been a primary factor in the decline of our employee motivation. The newly acquired firm will be given a much wider range of growth and opportunity post-acquisition, nonetheless, this move can easily lead to our organization facing issues with a decline in employee motivation and managing diversity between the two firms. To help avoid or minimize the problems that may arise as a result, it will be important to have prepared a budget and written plan in place such as, more recognition and employee incentives, and implement diversity and inclusion training for all employees at both firms. Word count: 1564. 5 Work Cited Adebayo, Olaoluwa Ayodeji, et al. 2020. Motivation and job performance of administrative personnel in agricultural institutions. Management Of Organizations: Systematic Research, Issue 83, p. 1-13. https://doi.org/10.1515/mosr-2020-0001. Christensen Skovvang, Karina. 2006. Losing innovativeness: The challenge of being acquired. Management Decision, 44 (9), 1161-1182.  

 The role of firm reputation between the relationship of ceo characteristics and firm performance after merger and acquisition. Journal Of Accounting, Finance & Auditing Studies, 8(4), 117-139. https://doi.org/10.32602/jafas.2022.030 . Mackenzie, M.L. & Woodsworth, A. (2013). Managing the human element: The impact of a merger or acquisition. Northeast Decision Sciences Institute Annual Meeting Proceedings. (917919). Nikandrou, I. Papalexadris, N. Bourantas, D. (2000). Gaining employee trust after acquisition: Implications for managerial action. Athens University of Economics and Business, Athens, Greece. https://doi.org/10.1108/01425450010340344 Sarala, R.M. (2010). The impact of cultural differences and acculturation factors on postacquisition conflict. Scandavian Journal of Management. Issue 1, p. 38-56.