Stories of merger and acquisition change : a teambased approach in promotion of mental health
- Authors: Visagie, Retha Gertruida
- Date: 2012-09-10
- Subjects: Consolidation and merger of corporations - Psychological aspects , Organizational change - Psychological aspects , Industrial psychiatry , Mental health
- Type: Mini-Dissertation
- Identifier: uj:9904 , http://hdl.handle.net/10210/7303
- Description: M.Cur. , Stories about change and transformation are not foreign to any South African. Since the 1994 election, we even refer to our country as the "new South Africa", indicating the dynamic nature of ongoing transformation initiatives and processes in our daily existence. Amidst all these opportunities that are created for individuals and companies to change, two crucial questions emerge in the business world today: Are you ready to change individually? Are you willing to change collectively? It seems as if globalisation - "racing towards the world" - and technology - "racing towards the future" (Andrews, 2000:7) - form an integral part of our current business landscape. The impact on individuals that work in this environment is high levels of stress, uncertainty and anxiety (Mirvis in Elledge & Phillips, 1994:20), thus causing mental discomfort. The collective abilities of men and women are exhausted in the process of dealing with continuous challenges to change (Senge, et.al. 1999:3). The media reports almost daily, often in a problem-centred way, about a specific form of organisational change, namely merger and acquisition (M&A) change. This research tells the story of two management teams that were involved in an M&A change process in a specific South African property and hotel owning company, as the need was identified by top management to deal more constructively with the unique needs of M&A change processes in order to promote mental health in this context. Certain managers in this company described feelings of mental discomfort such as being unmotivated, angry and unproductive in relation to M&A changes in the company. Team coaching, as an "artful, compassionate and incisive way" of creating an environment in which teams can learn (Senge, et al. 1999:106), emerged as a relevant way to empower management teams in dealing with the impact of an M&A change process, thus promoting mental health. The value of a team-based approach lies in working collaboratively as a team, based on collaborative values such as integrity, respect, recognition, consensus, ownership and accountability (Fitz-enz, 1997:120). Appreciative inquiry was also identified as a way to create change in teams (Bushe, 1998:1). The objectives of this research are listed below To explore and describe the lived experience (stories) of a management team that belongs to one of two identified units of a specific South African company with regard to the impact of an M&A change process. (Phase I.) To explore and describe recommendations that are made by a management team that belongs to one of two identified units of a specific South African company, in order to address challenges that are related to the impact of an M&A change process. (Phase I.) • To co-construct and describe guidelines for the advanced psychiatric nurse practitioner as framework for facilitating a team-coaching programme for empowerment of a specific management team, with regard to the impact of an M&A change process, in order to promote mental health. (Phase II.) A qualitative (Babbie & Mouton, 2001: 271), exploratory (Mouton, 1996: 103), descriptive (Merriam, 1991: 11/12) and contextual (Babbie & Mouton, 2001: 272) research design was followed. The research method entailed multiple descriptive case studies (Yin, 1994: 13) during which data was gathered by means of focus group interviews (Krueger, 1994: 14, 15, 19, 29), field notes (Wilson, 1989: 434-436), naive sketches and drawings. Data was analysed using the descriptive method of open coding by Tech (in Creswell, 1994:154). Two independent co-coders analysed the data with me, and we held consensus discussions. A literature control was conducted to recontextualise data (Morse & Field, 1996: 106). In phase I of the research, I concluded that different narratives construct the impact of an M&A change process in the research context. Dominant problem-saturated stories were told of being in the dark as a result of the psychological impact of the M&A change process. A process of disempowerment that resulted in decreased organisational productivity characterised these problemsaturated stories. Narratives that portray unique outcomes of new meaning that emerged in the midst of turmoil, as well as M&A change as a story of paradox, unfolded. Team members' recommendations centred on practices that reflect managerial competence, speaking a language of influence, and factors that contribute to a constructive M&A change process. The model of Guba (in Krefting, 1991:214-222) was utilised to establish and maintain trustworthiness throughout the research process. Based on results of the research and the literature control, guidelines were co-constructed and described, in phase II, for the advanced psychiatric nurse practitioner that works in this context. These guidelines serve as a framework for facilitating a team-coaching programme for the empowerment of a specific management team with regard to the impact of an M&A change process, in order to promote mental health. Through facilitation of this programme, team members are assisted to rewrite the problem-saturated stories of M&A change, and to stimulate the generation of preferred stories. These guidelines thus move away from the problem-solving discourse to a socially constructed reality that focuses on the strengths and resources in a change situation, rather than on the deficits and weaknesses (Gergen, 2001). The search for meaning in this research was grounded in the Theory for Health Promotion in Nursing (Rand Afrikaans University: Department of Nursing, 2000:1-16) and social constructionism (Denzin & Lincoln, 1994:127), which developed in a post-modern philosophy. This choice was underpinned by a deep believe in the holistic nature of human life, as well as the value of preserving quality of life through mental health promotion at an individual and a collective level. From a social constructionist viewpoint, I embrace the notion that we are socially shaped by the cultural context that we are a part of, and the language that we use about others and ourselves. Conducting this research in the context of nursing in a functional approach qualifies it as applied research that aims at improving the field of practice (Botes, 1991:19-23). Literature that states the increasing number of M&A deals globally and nationally, as well as the high reported failure risk, confirms the relevance of this research in the South African context. It was also a response to a relevant national need, namely promoting mental health in the workplace as an integral part of health (ANC, 1994:20). Conclusions were drawn and recommendations made for the nursing practice, nursing education and nursing research, as "we must be the change we wish to see in the world" (Lord, 2002:6).
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Appreciative merger and acquisition team coaching programme to facilitate managers' mental health in a cross-cultural context
- Authors: Visagie, Retha Gertruida
- Date: 2011-10-11T07:52:41Z
- Subjects: Consolidation and merger of corporations , Multiculturalism , Executives' mental health , Industrial psychiatry , Training of teams in the workplace
- Type: Thesis (D.Cur)
- Identifier: uj:7240 , http://hdl.handle.net/10210/3894
- Description: D.Cur.(Psychiatric Nursing Science) , One overarching research aim guided me in this research, namely to generate a worthy Appreciative Merger & Acquisition (M&A) team coaching programme to facilitate managers’ mental health in the context of a cross-cultural M&A. The context represented a hotel in Swaziland, which was situated in a Southern African hospitality environment. A variety of stories reflecting the paradoxical, alienating nature of M&As impelled me to enter the research context. At the same time, research and literature confirmed a preference for organisational change strategies that depart from a deficit orientation. These change strategies presuppose that something is broken in the organisational context, which needs to be repaired. Inherent power-driven organisational change processes are often employed as a strategy to try and repair the identified organisational brokenness. It was, therefore, from a position of curiosity regarding the cross-cultural M&A experiences of managers in the particular hospitality environment, as well as interest in positive organisational change initiatives, that I have gone on this journey. Positive organisational change initiatives celebrate the life-giving stories of organisational life. It departs from the assumption that something in an organisation does work. On entry, I hoped that the context would lend itself to implementing an existing M&A team coaching programme. Additionally, that the stakeholders involved would allow the transfer of such a programme in order to establish its worth while contributing to the advancement of theory in the field of business coaching. Two central research questions were asked. These questions related to the existence of an M&A team coaching programme that lacked scientific credibility at the time, as well as literature that confirmed the detrimental influence of mismanaged cross-cultural M&A implementation processes driven from a deficit orientation on the mental health of managers. • Can an M&A team coaching programme to facilitate managers’ mental health for sustained performance be applied to a cross-cultural M&A in a Southern African hospitality environment? • If the programme is applicable, how can it be refined, implemented and valuated as a foundation to generate a worthy Appreciative M&A team coaching programme to facilitate managers’ mental health for sustained performance in a Southern African hospitality environment?
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