Differences in Culture
The organizational culture of the Sprint and Nextel corporations was obviously very different. They did not have the same attitude towards everyday business, decision-making, communication or outward appearance and attire. Their overall values were completely opposite.
Sprint’s organizational culture was very hierarchical and bureaucratic in structure. Their decision-making process was more hierarchical as well. Sprint needed approval from the power structure to make any type of decision. Sprint listened to Nextel’s ideas and weighed in on whether they thought it was a good idea, however they could not proceed until they took the proposal to their superiors. Sprint was more methodical and was not quick to act or …show more content…
It is important to assure the two are compatible and can co-exist for the next fifty plus years. One must look areas such as ethnicity and culture, religion, lifestyles, money management, and thoughts on having offspring to name a few. Many of these areas are difficult to change in one person, let alone a company. In the marriage between these two companies there was 34 billion dollars, and hundreds of livelihoods at stake. Because of their lack of planning the merger ended with the shutdown of Nextel, the loss of hundreds of jobs and presumably the loss of billions of …show more content…
(2014). The impact of leadership and change management strategy on organizational culture. European Scientific Journal, 10, 451-470.
Broody, E., Tracy, M. P., & Trotter, R. (2012). A story's impact on organizational-culture change. Journal of Organizational Change Management, 25, 67-87. http://dx.doi.org/10.1108/09534811211199600
Cheng, R. (2012). Sprint gets the Nextel monkey off its back. Retrieved from https://www.cnet.com/news/sprint-gets-the-nextel-monkey-off-its-back/
Ellinas, C., Allan, N., & Johansson, A. (2017). Dynamics of organizational culture: Individual beliefs vs. social conformity. Plos One, 12. http://dx.doi.org/10.1371/journal.pone.0180193
Fischbacher-Smith, D., & Fischbacher-Smith, M. (2014). What lies beneath? The role of informal and hidden networks in the management of crises. Financial Accountability & Management, 30, 259-278.
Hart, K. (2007, November 24). No cultural merger at Sprint Nextel. The Washington Post. Retrieved from http://www.washingtonpost.com/wp
Jacobsen, D. (2012). 6 big mergers that were killed by culture (and how to stop it from killing yours). Retrieved from
The organizational culture of the Sprint and Nextel corporations was obviously very different. They did not have the same attitude towards everyday business, decision-making, communication or outward appearance and attire. Their overall values were completely opposite.
Sprint’s organizational culture was very hierarchical and bureaucratic in structure. Their decision-making process was more hierarchical as well. Sprint needed approval from the power structure to make any type of decision. Sprint listened to Nextel’s ideas and weighed in on whether they thought it was a good idea, however they could not proceed until they took the proposal to their superiors. Sprint was more methodical and was not quick to act or …show more content…
It is important to assure the two are compatible and can co-exist for the next fifty plus years. One must look areas such as ethnicity and culture, religion, lifestyles, money management, and thoughts on having offspring to name a few. Many of these areas are difficult to change in one person, let alone a company. In the marriage between these two companies there was 34 billion dollars, and hundreds of livelihoods at stake. Because of their lack of planning the merger ended with the shutdown of Nextel, the loss of hundreds of jobs and presumably the loss of billions of …show more content…
(2014). The impact of leadership and change management strategy on organizational culture. European Scientific Journal, 10, 451-470.
Broody, E., Tracy, M. P., & Trotter, R. (2012). A story's impact on organizational-culture change. Journal of Organizational Change Management, 25, 67-87. http://dx.doi.org/10.1108/09534811211199600
Cheng, R. (2012). Sprint gets the Nextel monkey off its back. Retrieved from https://www.cnet.com/news/sprint-gets-the-nextel-monkey-off-its-back/
Ellinas, C., Allan, N., & Johansson, A. (2017). Dynamics of organizational culture: Individual beliefs vs. social conformity. Plos One, 12. http://dx.doi.org/10.1371/journal.pone.0180193
Fischbacher-Smith, D., & Fischbacher-Smith, M. (2014). What lies beneath? The role of informal and hidden networks in the management of crises. Financial Accountability & Management, 30, 259-278.
Hart, K. (2007, November 24). No cultural merger at Sprint Nextel. The Washington Post. Retrieved from http://www.washingtonpost.com/wp
Jacobsen, D. (2012). 6 big mergers that were killed by culture (and how to stop it from killing yours). Retrieved from