A brief description of the case is as follows: ‘Oaks have recently been acquired by a larger international consultancy firm who work in a related sector. Whilst this is a positive development for Oaks and provides access to resources, investment, capabilities and market growth, the culture of the two organisations are very different. An integration plan is underway which looks to address shared areas and encourage initial collaboration, however we would welcome support and advice on how to protect and grow positive aspects of our culture whilst utilizing those things that are beneficial to us from our new parent company’.
Students are to come up with an action plan for Oaks Consultancy, covering up the next 3 years, including their thoughts and ideas on the one company being ‘acquired’ (Oaks Consultancy) and the one company doing the ‘acquiring’ (Aquila). Students should include reference to other companies and lessons learned from them, using both success stories and ones that reflect bad acquisitions.
Particular focus is to the possible fit and complementarity of the business services offered by Oaks Consultancy, Aquila as well as other sister companies in the group and their respective cultures.
In summary, students should evaluate Oaks Consultancy’s current position and determinants of success that will help it move forward.
Module Learning Outcomes Assessed
1. Critically evaluate key individual differences and predict how these affect work behaviour and synthesize relevant theory to understand what motivates people in organisations.
2. Plan how to work in diverse teams and constructively reflect and manage group conflict.
3. Recommend how to lead and influence others towards the achievement of organisational goals, being able to adapt leadership behaviours to the requirements of different contexts and employee characteristics.
4. Reflect upon and critically analyse the nature and impact of organisational structure and culture and evaluate how these affect the work environment, including different types of organisations, sectors, and national contexts.