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Management Behavior Alfredo Jasso III HRM 531 November 12, 2010 Dr. Odell Brown November 11, 2010 MEMO TO: Management Team From: Alfredo Jasso III RE: Merging and Management Dear Team, “I hope that everyone has had an opportunity to read the letter from David Spencer dated February 22, 2005 announcing that InterClean, Incorporation officially has acquired EnviroTech, which was one of the company’s major competitors” (University of Phoenix, 2010, p. 4). By both companies merging together the company can start implementing David Spencer’s plan to offer the best service solutions packages for the customers. Acquiring both companies’ expertise and resources, InterClean expects to have a significant large modification on future results, and as a company could move closer to becoming a domestic market. “Over the next four months, we will be working to merge both teams and realign our organizational structure around the new vision” (University of Phoenix, 2010, p. 5). I can understand some team members are concern about the merging of both companies, but I want to remind everyone how important it is to show excellent management behaviors to our team. Those management behaviors pertain to productivity, employment laws, and a diverse work environment for the continued success of InterClean, Incorporation. The First important item that is critical especially when two companies are merging is I want for the team to focus on how the impact of a managers behavior can have on productivity. “When it comes to managing people, however all managers must be concern to some degree with the following five activities: staffing, retention, development, adjustment, and managing change” (Cascio, 2005, p. 6). This theory could not be any truer than at a time that we have two major companies merging. For example when I was assistant store director for HEB, as a store leader we obtain a new store every year. That new store presented itself with new challenges and team members. My leadership style changed for each store depending on the type of customers we had, team members, and store leaders. The way I managed that team was important on how successful the team and store would be. Everyone will continue to follow the existing policies in place regarding work rules, expectations employee development, and employee training. In our effort to increase employee satisfaction and productivity existing employment laws must be obey at all times. “The goals of fair employment laws are to provide an equal opportunity to compete for jobs that people are qualifying for regardless of age, race, gender, religion, national origin, or disability” (Cascio, 2005, p. 77). Currently InterClean has policies in place to discover preventative and corrective methods, and specifying our employees expected behavior. I have not been told of any specifics about EnviroTech sales staff and operations specialists on how they will be merging into the InterClean structure. InterClean trusts all management to follow all employment laws, and during this process Sam Waters, the Chief of Compliance will be working with human resources to ensure that all Fair employment laws are follow. From David Spencer’s letter dated January 31, 2005, I surmise that positions will be staff base on skills that InterClean identifies as essential to the job. Our team will evaluate each team member fairly, to each individual job requirements and how he or she performances his or her job responsibilities. By following the fair employment laws, our company will be working toward making an excellent diverse work environment within our company. Understanding diversity is important when following best practices for working within a diverse work environment. When we appreciate and value individual differences InterClean is celebrating diversity. “Managing diversity means to establish a heterogeneous workforce to perform to its potential in an equitable work environment where no member or group of members has an advantage or disadvantage” (Cascio, 2005, p. 119). Merging both companies at a time like this is good for our company and in doing so we must follow best practices in a diverse work environment because best practices value people and work in an environment where cultural awareness, sensitivity, fairness, and integrity prosper. Best practices include development of formal processes, diversity training to all team members, accountability for the results of our diversity programs, linking recruitment, development, and retention strategies to organization performance. When we manage diversity on a positive level the, productivity and the quality of work life improves and balances. In conclusion, the acquisition of EnviroTech is the right move for InterClean to align with their new strategic direction and make itself more competitive in the marketplace by offering full service solutions packages. This acquisition will create opportunities for business growth and employee growth. I want to let everyone know his or her hard work doesn’t go unnoticed, and I appreciate all everyone does. I am looking forward and depending for everyone’s continued support to InterClean. Sincerely, Alfredo Jasso III References Cascio, Wayne F., Managing Human Resources, The McGraw Hill Companies, 2005 University of Phoenix. (2010). Scenario: InterClean, Inc. Retrieved from University of Phoenix, HRM 531 website.