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Case from journal
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Reference no. JIACS16-07-07
Published by: Allied Business Academies
Published in: "Journal of the International Academy for Case Studies", 2010
Length: 11 pages
Data source: Field research

Abstract

The primary subject matter of this case is human resource challenges of creating a new corporate culture following growth from a series of mergers and acquisitions. With a difficulty level of four and five, the case is positioned for senior human resources management classes at the undergraduate level or for beginning MBA classes in human resources, organizational behavior or management concepts. The case is designed to be taught in two 60 to 75 minute classes with the first session concentrating on the survey results and the second class focusing on implementing the cultural change process. It is expected to require three hours of outside preparation by students. Genesis is a leading global supplier of nylon and carpet backing, yarns, and cord fabric. They are also a manufacturer of industrial textiles, reinforcement materials, and yarn used in the production of artificial turf, tires, conveyor belts and webbing At one of their North American plants headquartered in Dalton, Georgia, problems with employee relations resulted from the jumbled corporate culture that evolved from a recent merger and acquisition. Employees remained uncertain and anxious about their future with the company. After reviewing the company mission and history, Genesis management agreed a baseline level of employee satisfaction was needed. Students are provided the survey results and summaries of open-ended comments and are asked to make recommendations to management and suggest improvements to establish a new, single, cohesive corporate culture.

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Abstract

The primary subject matter of this case is human resource challenges of creating a new corporate culture following growth from a series of mergers and acquisitions. With a difficulty level of four and five, the case is positioned for senior human resources management classes at the undergraduate level or for beginning MBA classes in human resources, organizational behavior or management concepts. The case is designed to be taught in two 60 to 75 minute classes with the first session concentrating on the survey results and the second class focusing on implementing the cultural change process. It is expected to require three hours of outside preparation by students. Genesis is a leading global supplier of nylon and carpet backing, yarns, and cord fabric. They are also a manufacturer of industrial textiles, reinforcement materials, and yarn used in the production of artificial turf, tires, conveyor belts and webbing At one of their North American plants headquartered in Dalton, Georgia, problems with employee relations resulted from the jumbled corporate culture that evolved from a recent merger and acquisition. Employees remained uncertain and anxious about their future with the company. After reviewing the company mission and history, Genesis management agreed a baseline level of employee satisfaction was needed. Students are provided the survey results and summaries of open-ended comments and are asked to make recommendations to management and suggest improvements to establish a new, single, cohesive corporate culture.

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