Cynthia J. Davies, PhD, SPHR Kathleen M. Guindon RN, MS, DM/OL UNIVERSITY OF PHOENIX.
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Transcript of Cynthia J. Davies, PhD, SPHR Kathleen M. Guindon RN, MS, DM/OL UNIVERSITY OF PHOENIX.
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A MODEL FOR FRONT-LINE MANAGERS DURING A PHARMACEUTICAL POST-
ACQUISITION INTEGRATION
Cynthia J. Davies, PhD, SPHRKathleen M. Guindon RN, MS, DM/OL
UNIVERSITY OF PHOENIX
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Background
Post-acquisition integration (PAI) organizational culture and employee
disruption affects achievement of post merger objectives
(Paruchuri, Nerkar, & Hambrick, 2006; Schweizer, 2005).
Front-line managers (FLM’s) Experience management and self
management issues (Muller, 2006) Lack of peer reviewed literature on the
experience of PAI from the lens of the FLM
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Conceptual Frameworks
Peircean Semiotics a theoretical mechanism to understand the art
of human reasoning; to generate meaning using signs, objects, and interpretants (Uslucan, 2004)
Semiotics accounts for understanding external reality (metaphysics) and perception of that reality necessary for understanding system processes (e.g., integration) (Uslucan, 2004)
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Conceptual Frameworks
Schein’s Theory of Organizational Learning (1996). describing organizational cultures, cross-
cultural communication, and organizational learning during complex change (1996).
Schein (1996) three cultures of organizational management organizational learning centered on the notion
that the three occupational cultures often work at cross purposes
Management culture understanding is important and necessary to achieve goals and learn.
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Methodology
Qualitative Interpretive Phenomenological Analysis (IPA) Undergirded by Phenomenology,
Hermeneutics, & Idiography Allows exploration of lived experience, and
interpretation of how participants made sense and meaning of the post acquisition experience (Harre, 1993; Heidegger, 1962; Husserl, 1927).
Semi Structured telephone interviews (n=20)
Nvivo10
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RESULTS
• Interpretation of results revealed seven super-ordinate themes that undergirded the front line managers’ experience of managing during a post acquisition integration
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Themes 1, 2, & 3
Uncertainty in the post acquisition integration setting is profound with both personal and professional implications.
Post acquisition employee related issues result in increased demands on the front-line managers communication ability, time, and skills.
Front line managers will incorporate management strategies to mitigate complexities associated with the integration setting.
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Themes 4 & 5
Consistent communication with senior leadership is perceived as supportive and helps front-line managers to feel empowered and confident.
Inconsistent communication with other management cultures interferes with front line manager achievement of organizational objectives, and the ability to focus on his or her teams.
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Theme 6
Establishing a locus of control and type of communication in the PAIS informed front line manager assignment of meaning of the experience communicating with other management cultures in the PAIS.
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Theme 7
Reflection, feedback, and creating control inform the process of front line management self management amidst the complexities of the PAI.
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Significance
Findings are congruent with Schein’ (1996) theory of organizational learning.
- Communication with other management cultures is important for organizational learning, goal achievement, confidence, risk taking.
Model of Front Line Manager PAI Experience
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Model of Front Line Manager PAI Experience
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Recommendations
Replication with stratification for time since PAI implementation
Replication with mixed sample of FLM’s Quantitative or mixed method study
recommendations: Communication strategies and affect on objective
attainment in the PAIS Focused FLM intervention and affect on objective
attainment in the PAIS Focused Management Culture Organizational
Learning Intervention and affect on communication among management cultures.
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ReferencesCreswell, J. W. (2008). Educational Research: Planning Conducting and Evaluating,
Quantitative and Qualitative Research (3rd ed.). New York, NY: Pearson. Harre, R. (1993). Social Being. Cambridge, MA: Blackwell Publishers. Heidegger, M. (1962). Being and Time. New York, NY: Harper & Row, Publishers,
Inc. Husserl, E. (1927). Phenomenology. In Encyclopaedia Britannica Online. Retrieved
from http://www.britannica.com. Leedy, P. D., & Ormrod, J. E. (2010). Practical research: Planning and design (9th
ed.). Upper Saddle River NJ: Pearson Moustakas, C. (1994). Phenomenological research methods. Thousand Oaks, CA:
Sage. Muller, N.J. (2006). Mergers and managers: What’s needed for both to work?
Reflections on a merger of two higher education libraries in KwaZulu-Natal. South African Journal of Library and Information Science, 72(3), 198-207.
Paruchuri, S., Nerkar, A., & Hambrick, D. C. (2006). Acquisition integration and productivity losses in the technical core: Disruption of inventors in acquired companies. Organizational Science, 17(5), 545-562.
Schein, E. H. (1996). Three cultures of management: The key to organizational learning. Sloan Management Review 38(1), 9-21.
Schweizer, L. (2005). Organizational integration of acquired biotechnology companies into pharmaceutical companies: The need for a hybrid approach. Academy of Management Journal, 48, 1051-1074. doi: 10.5465/AMJ.2005.19573109
Uslucan, H. (2004). Charles Sanders Peirce and the semiotic foundation of self and reason. Mind, Culture, and Activity, 11(2), 96-108.
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Discussion
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Back - UP
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Problem Statement
The specific problem is a lack of understanding of the experiences, meanings, and sense making approaches of operator culture managers, employed in the pharmaceutical organizational sector, who have managed employees in the post-acquisition integration setting.
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Purpose
A qualitative, interpretive phenomenological analysis (IPA) study was conducted to understand and interpret the perceptions of United States-based operator culture front-line managers who have managed employees during post acquisition integration.
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Research Method & Design Appropriateness
Appropriate when a paucity of literature exists regarding an investigations problem statement (Creswell, 2008).
Use of a quantitative methodology would prohibit the collection of rich data and the depth of analysis provided by a qualitative methodology (Leedy & Ormrod, 2010; Moustakas, 1994).
capturing data on meaning would not be as rich if quantitative measurement tools were applied.
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FLM Experience managing in the post acquisition integration setting (PAIS)
Challenges Uncertainty, Lack of Communication, Employee
Related Challenges, Personal Challenges Management Strategies
Increased Communication, Transparency, Creating a Sense of Control, Focusing on the Positives, Taking Time to Adjust, Learning's.
Communication with other Cultures Persistent Communication, Strategic Communication
Organizational Culture Maintaining Culture, Creating Culture
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Interacting & Communicating with Executive
and Middle Management Cultures in PAIS.
Consistent Communication Frequent Communication with upper
Management, challenging upper management, setting the stage, regularly scheduled meetings, communication with peers
Inconsistent Communication Periods of silence, incongruence, Challenging
communication experiences.
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Experience of self-management in the PAIS
Previous Experience Steady perspective, calm amidst complexity
Creating a locus of control Creating team culture, becoming leaders
Thriving During Change Feelings of empowerment, autonomy
Personal Strategies Reflection, aligning with the team, acknowledging
increased effort, establishing personal boundaries Needs
Resources, guidance, HR support, mentors, role recognition
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Assigning meaning to managing in the PAIS
Passive Meaning Visceral, Positive Attitude, Reference to Natural
Process Active Meaning
Prioritization of Information Active Communication Active Listening Communicating a Vision
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Assigning meaning to communication with executive
and middle management cultures Awareness
Perception of context Communication
Types, challenging vs. transparent, risk taking, action on feedback by upper mgmt.
Time Early vs. late in the integration
Upper Management Style Formal vs. inclusive
Personal Goal oriented actions, personal growth.
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Meaning Assigned to Self Management
Reflection Pausing before acting, writing it down,
separating personal from business, self understanding
Feedback Creating a Sense of Control
Creating personal management plans, Focus on health Managing reactions