Organizational Climate Case Study

Organizational Climate – Acquisition Interventions Creating a strong and collaborative corporate culture, especially in an organization with a diverse workforce, requires a proactive strategy. The challenge is heightened in this case, where an acquisition has created a collision of cultures and generations. Three interventions that could be used to promote a unified culture include mutual mentoring, knowledge management to transfer knowledge, and a detailed communication plan. The organization could use job satisfaction and work-life balance surveys along with key business performance indicators to determine its progress towards creating a unified culture. While the task is a challenging one, these interventions may prove that the melding

Younger employees are generally well acquainted with modern equipment and software and can better serve as technology mentors to support senior employees (Barron, 2014). At the very least, this is a starting point for the identification of organizational mentors. According to Barron (2014), the facilitation of such mentor relationships can result in many organizational benefits, including the training of new employees, improving inter-generational relationships across an organization, retaining valuable employees, and an improvement in overall productivity. One survey noted that the acquisition of new qualifications and skills and the development of existing skills were the top two benefits listed by employees from mutual mentoring (Barron, 2014). By learning from and gaining a better understanding of the other generation, influential employees can recognize the importance of the other generation, realize the best mode of cooperation, and best learn how to maximize talent to the benefit of the organization, all of which contribute to the creation of a unified

An organization’s culture and working environment have been shown to impact employee attitudes and overall job satisfaction (Bellou, 2010). By keeping a regular measure of job satisfaction, an organization can get an idea of whether their efforts to unify two cultures are having their intended effect. Organizational culture is a key determinant in the creation of a positive perception of work-life balance (Gilley, Waddell, Hall, Jackson, & Gilley, 2015). In addition, generational differences exist in what constitutes a good work-life balance (Gilley et al., 2015). Therefore, monitoring employee perception of work-life balance would give an organization a good idea of whether managers are displaying awareness of such generational differences and making accommodations based on values and attitudes (Gilley et al., 2015). Job satisfaction and work-life balance scores would give an organization a strong indication as to whether their strategies to unify corporate cultures were working. Finally, business growth performance indicators would another way to gauge whether an organization has created a healthy culture since organizational culture can have a direct impact on