Answer

Self-Directed Work Team

After a merger between companies, various challenges usually arise such as matching jobs, loss of associates and colleagues, and layoffs. Consequently, workers from different companies and teams are forced to work together to create a team to manage the merged companies, typically for better productivity (Evenson, Bliss & Casebolt, 2020). However, most employees face anxiety and angst to start and reach these new sky-high company goals; additionally, they face advanced problems as two or more companies’ cultures hit one another. Confrontations and disunity between employees are expected as some workers will not willingly work with new teams. To avoid such issues that might arise after a merger, this paper analyses a plan from which a new team could be created and strategize in organizing people concerns.

In essence, we must note that mergers agitate fear among employees. Therefore, messages which address these fears should be communicated from the companies; for example, transparency in leadership will ease some fears. To create a new team that will address the shortcomings of a merger between companies, we found the following strategies to be vital;

Design a Team Charter

Creating a team charter will help lay plans for transitions after a merger. They will determine the team’s purpose, construct a team’s layout, and communicate the expected team results. The team charter is a great plan to unite two different companies and integrate employees into a unit with a projected purpose (Sverdrup, Schei & Tjolsen, 2017). Its creation process will, in a way, help address the existing questions that arose from the merger. A team charter must include vision, values, objectives, roles, operations, coordination and communication, accountability and authority, and finally, support and resources. Therefore, the following are the stages in forming an inclusive work team;

Set-up Stage

The set-up stage is also known as the forming stage, and it entails adaptation and creating familiarity between members. Authority and leadership are primarily needed in this stage as members are full of precariousness; thus, a knowledgeable member must take control. Forming stage is the most crucial stage as members get familiar with one other.

Storming Stage

The storming stage is challenging since members show different characters. It is embedded with competition and conflict arising from the team’s goal and vision, hence decreasing team production (Nitzberg, 2016). For success, team members must accept the differences between them and talk through the clashing ideologies.

The Norming Stage

With a successful storming stage, individual differences are discussed and worked on in the norming stage. Nitzberg (2016) asserts that production increases within members and individual roles are assigned. Cooperation within members kicks off, and focus is made on the company goals and visions.

Execution Stage

The execution stage is the last stage of team development. Members begin to execute individual roles to meet the team’s set goals as most conflicts have been resolved. In this stage, the team is mature, functioning and perfectly organized.

In conclusion, for a successful team building in an organization after a merger between two or more companies, the conflict between members is inevitable and must be resolved. Consequently, individual differences should be settled for the company’s productivity. Challenges arise from merging companies; therefore, exclusive and elaborate ways need to be researched for a successful company.