Royal Biscuit Case Study
Both companies have their own successful way of doing things, and their HR heads, Brighton and Wallach, both wanted to stick to their own way of conducting the leadership development program. The second issue is the difference in leadership development style. Royal Biscuit considers leadership development as an art, and place high importance on cultural fit and emotional intelligence, creating energetic and dynamic leadership. Meanwhile, Edeling considers it a science to have a good leadership program, it requires potential employees to have high academic achievement and outstanding recommendations, and go through training before joining the company. Furthermore, there is always the “we” and “them” attitude in both the English and German …show more content…
Upon reaching a decision, Sir John should provide both managers with sufficient authority to implement the plan.
Since the merger is not a merger of equals, it should not have such a tag. It is difficult to go back on the claim that it is equal, but the managers and employees of the companies should be informed of the decision to have Royal Biscuits Company as the acquirer in principle. It should be disseminated that the promotion and retention of employees is based on meritocracy and unbiased, with key performance indicators to measure their performance.
The managers should be appointed from both companies and all employees should be educated on the cultural differences of the other parties, so that a greater understanding will create fewer conflicts between the employees. The “them” and “us” tags should also be removed because the us-versus-them psychology will create unnecessary competition. Every employee should work towards a “we” mentality, and strive to work together to become the largest food company in the