Deliverable Length: 600 – 800 Words, Be substantive and clear, and use examples to reinforce your ideas:Note: All character and company names are fictional and are not intended to depict any actual person or business.View problem scenario B to learn more about regulatory challenges. This scenario provides key information in helping formulate answers for assignments in Phases 3 and 4. In working with the management teams of UWEAR and PALEDENIM during the merger, you uncover the fact that they do not currently have a written code of conduct. Both companies have operated under an unwritten code that was never formalized or put into writing. You have scheduled a meeting with the UWEAR and PALEDENIM management teams to discuss this issue. Answer the following:How will you communicate your message to the management teams?What is the purpose of a code of conduct?Why is it important for a company to have a written code of conduct?What issues should be considered in drafting a code of conduct?Once a code is created, how is it disseminated and implemented?How would you create the code of conduct?
problem_scenerio_b.pdf
Unformatted Attachment Preview
Problem B: Regulatory Compliance
Note: All character and company names are fictional and are not intended to
depict any actual person or business.
Knowing that mergers may require a dramatic change in company culture,
you realize that you need to meet with the human resources (HR) and
leadership teams because they will play important roles in the merger. The
leadership team will drive the change, and the HR team will be charged with
managing the change. You have scheduled a meeting with Steve Maine, your
vice president at ALTAP consulting, to consult with him on this project.
“Thanks for meeting me today, Steve,” you begin. “I need to talk through
some of the issues before meeting with the HR and leadership teams at
UWEAR and PALEDENIM. The merger is going well, but it is becoming
apparent that there are some significant change issues that need to be
addressed.”
“I’ve heard good things about your work on this project,” Steve answers. “I’m
sure you have it under control, but I’ll be happy to help where I can.”
“We are dealing with the issues of joining together two very disparate
companies,” you explain. “On the one hand, UWEAR is public and has 100
employees; on the other hand, PALEDENIM is private with only 15
employees. They basically provide the same type of service, but they are
completely different businesses in how they operate inside and outside of the
company.”
You continue, “Yes, and both the employees and managers of each company
have different philosophies and expectations. PALEDENIM employees and
managers have a kind of ‘one-for-all and all-for-one’ attitude. They all chip in
to get the job done. The UWEAR employees and managers look at things
differently. They’re more apt to do their jobs, get them done, and go home
without consideration for what else the rest of the team needs to complete.”
“That is definitely a culture issue,” Steve agrees. “In fact, that is the classic
definition of a culture issue. I’m sure they’re also dealing with the typical
power struggles. I bet everyone is worried about whether their department
will be headed by a UWEAR manager or a PALEDENIM manager.”
1
Problem B: Regulatory Compliance
“Exactly,” you say. “I know the intention of the merger is to benefit both
companies, but there are unintended consequences as well. We need to do
whatever we can to help the employees of both companies get through this
with the fewest glitches possible.”
2
…
Purchase answer to see full
attachment
Recent Comments