MANAGEMENT REPORT

Management Report for Paper Converters Limited



Executive Summary

This report reviews the case studies of Paper Converters which was formed in 1988 following the merger between Dyson Paper Ltd and Jones Sales Agents Ltd. The success of the Paper Converters Limited depends highly on the effective change management strategies after Post Merger Integration. Due to the clash of organisational cultures at the Paper Converters Limited, the company faced huge losses in terms of competitiveness, reliability and customer loyalty. The cultural differences is the major cause of failure in the creation or redemption of business abroad at the Paper Converters Limited, it is now essential to learn to manage local human resources by practicing intercultural management. The paper is divided into various sections such as introduction, organisational change and management, creating a new corporate culture, creating high-performance project teams, talent management in PMI (post merger integration), successful communication strategy, recommendation and conclusion.

Table of Contents

Executive Summary1

Introduction3

Organisational Change and Management3

Creating a New Corporate Culture6

Creating High-Performance Project Teams8

Talent Management in PMI (Post Merger Integration)9

Successful Communication Strategy11

Recommendation12

Conclusion14

References16



Management Report for Paper Converters Limited

Introduction

This assignment is based on the Management Report for Paper Converters Limited. Paper Converters was formed in 1988 following the merger between Dyson Paper Ltd and Jones Sales Agents Ltd. Bruch (2005) reveals that the biggest cause of failure to meet post-merger and expansion expectations is a clash of cultures, both organisational cultures and international cultures. Culture determines that each business is unique. Two companies can follow the same strategy, have the same structures, use the same management techniques; they nevertheless have their own cultures. Manager must take into account decisions that appear more like a reality. Carroll (2010) believes that the corporate culture plays an important role in the management, it also brings some negative side, some limits, if it is not sufficiently taken into account.

According to Carr (2002) organizational culture is one of the key issues to support those organizations that want to be competitive. The organizations are the expression of a cultural reality, they are called to live in a world of constant change which includes the social and economical and technological changes.

Organisational Change and Management

Paper Converters Limited faces the great competitive changes due to not adopting the right organizational change management strategies. Organizational change is a process by which organizations move from the present state to a future state to increase their effectiveness. Christopher, (2006) defines change as a process that is stimulated by external forces. The change is a process that must be addressed by the Paper Converters Limited. Change is a linear process which includes the research, development, dissemination and adoption.

The victory of the Paper Converters Limited depends greatly on the effective change management strategies after Post Merger Integration. Unplanned changes are reactions or unforeseen changes by the organization as an adaptive response to unexpected situations due to internal or external stress. Walsh (2004) in his article reflects that change management is complementary to the same changes in activities and techniques to support the ...