Case study: Because of downsizing and layoffs at his regional office, Paul now has a new department to manage. Previously he had managed the claims department but now he has been assigned to manage the sales department as well. Both departments were hit by the recent layoffs and are still reeling from those changes. Now he has to merge both departments into one unit. He also had a lot to learn because it has been many years since he worked in sales. You are Paul, and you need to understand and unify two separate departments into one entity.
1. What could Paul do to help forge a strong and unified team in the company in the days and weeks to come?
2. Post the merger of the claims and sales departments, how can Paul ensure that the objectives, values and standards of this new department are in accordance with the organization's strategic direction?
3. Furthermore how can he facilitate linkages between organizational objectives, values (including ethics) and standards and the responsibilities of relevant groups and individuals in the newly formed department thus created after the merger?
4. To ensure that the transition of people and processes to the new department formed is absolutely seamless, how can John pursue this change through a structured change management process?