Case Study: A Merger Of Beauchamp And Synergon

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In Sara Cliffe’s case study, a merger of Beauchamp and Synergon reminds a ticking time bomb that must be defused to avoid further problems concerning both company’s incomes and relationships. Synergon’s organizational culture refers to Power culture with J.J. D’Amato and other senior managers, who figuratevely resemble spiders sitting in the center, surrounded by their employees, such as Nick Cunningham. In this regard, Synergon has always been quick to respond to events, but heavily dependent on its top-management. On the contrary, Beauchamp relates to Role culture, characterized by strong functional or specialized areas coordinated by the senior manager Julian Mansfield, who reminds the columns of the building - if he leaves everything will fall apart (“Management: Perspective And Practice”). Such a type of culture experiences difficulties in adapting to changes. Thus, Beauchamp has problems regarding accustoming to the new kind of management. In our case, the success of the merger depends on Nick’s actions, whether he will manage to convince Mansfield to stay in the company. This work targets to analyze the types, reasons, and ways of handling the conflict to advise Nick the flow of actions to find a win-win solution. Keywords: merger, conflict, BATNA, accommodating, collaborating, compromising, style of organizational structure, leadership, win-win solution, resolution, business, corporate culture Conflict and Negotiation: Case Study Analysis Case Study’s Brief

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