能男华经降贸多大星 高级商务英语阅读 Garrard:The message here is communicate,communicate,communicate,and-when you think you have done enough-communicate some more!It's only when people start telling you what you have been saying that you know they have got the message.The key issues to address immediately are:(1)why did we do the merger/acquisition;(2)what does it mean for me;(3)where are you taking the business now;and(4)how are we going to get there.You need to tailor your presentation for your audience,but people do want to know the 'why'. As well as communicating all this effectively,you also need to do some practical things very quickly. In our case,we typically had organisational structures completed,redundancies advised for those leaving,and 'survivor'programs for those who remained within a month of taking over a business. As a CEO you have to be very visible during this period,and you do need to move fast Once you have decided who is staying,you need to quickly get them letters of offer describing their new roles and terms of employment.In our case,the conditions in the newly merged operation were probably different for most people,as we didn't just try to fit one business around what we were doing in the other.It's a big task,but,for staff,this issue is fundamental. Mike:What did you do to make your communication more effective? Garrard:We had an independent organization regularly survey the staf,asking them what they saw as the most important issues,what problems they thought needed addressing and how they rated the communication from management.The issue of understanding why the merger was necessary was one that often came up in this process.As a consequence,we spend a lot of time in discussions with staff about why this had occurred. Mike:Can these time pressures to make quick decisions be a double-edged sword? Garrard:Absolutely,although you can mitigate that to some extent with planning.In our case,we had completed the organizational structure prior to our merger with Ardmona,so the new structure could become effective immediately the merger went through.In my view,it's imperative to do that. 第5页共7页高级商务英语阅读 Garrard: The message here is communicate, communicate, communicate, and - when you think you have done enough - communicate some more! It's only when people start telling you what you have been saying that you know they have got the message. The key issues to address immediately are: (1) why did we do the merger/acquisition; (2) what does it mean for me; (3) where are you taking the business now; and (4) how are we going to get there. You need to tailor your presentation for your audience, but people do want to know the 'why'. As well as communicating all this effectively, you also need to do some practical things very quickly. In our case, we typically had organisational structures completed, redundancies advised for those leaving, and 'survivor' programs for those who remained within a month of taking over a business. As a CEO you have to be very visible during this period, and you do need to move fast. Once you have decided who is staying, you need to quickly get them letters of offer describing their new roles and terms of employment. In our case, the conditions in the newly merged operation were probably different for most people, as we didn't just try to fit one business around what we were doing in the other. It's a big task, but, for staff, this issue is fundamental. Mike: What did you do to make your communication more effective? Garrard: We had an independent organization regularly survey the staff, asking them what they saw as the most important issues, what problems they thought needed addressing and how they rated the communication from management. The issue of understanding why the merger was necessary was one that often came up in this process. As a consequence, we spend a lot of time in discussions with staff about why this had occurred. Mike: Can these time pressures to make quick decisions be a double-edged sword? Garrard: Absolutely, although you can mitigate that to some extent with planning. In our case, we had completed the organizational structure prior to our merger with Ardmona, so the new structure could become effective immediately the merger went through. In my view, it's imperative to do that. 第 5 页 共 7 页