Management Behavior Memo

There are areas of management that are vital to the success of this merger with Enviro Tech. This is a critical time for our organization, and I want to discuss a few areas that our company needs to manage during this period of change and growth. Employee moral and productivity is essential, and we need to monitor our working atmosphere, and head off any problems before they start. We also need to do our due diligence, and make sure we are practicing ethical decision making, and following employment and labor laws during this transitional period. Lastly, we need to maintain our level of integrity, and be sensitive to new employees, whether they be new hires, or acquired from our merger with Enviro Tech, as we all come from various backgrounds, and view this merger differently.

I want to touch on the subject of employee behavior. "When it comes to managing people, all managers must be concerned to some degree with the following five activities: staffing, retention, development, adjustment, and managing change" (Cascio, 2006, p. 6). I want to briefly discuss retention of our top employees. According to Cascio (2006), retention consists of (1) rewarding employees for performing their jobs effectively; (2) ensuring harmonious working relations between employees and managers; and (3) maintaining a safe, healthy work environment. Undoubtedly, there will be some questions and concerns from our current employees about how this process works, job security, and working environment going forward. It will be up to us as management to help ease this transition, as to not lose our quality employees. How we as managers handle this merger, will positively or negatively influence our employee's attitudes, and ultimately could affect their productivity and loyalty toward this organization. I am looking for any suggestions on how we will address retaining our top performers.

As we progress toward merger our two companies, InterClean, Inc. and Enviro Tech, new positions will be created, and we will be assessing the talent pool from within, as well as, actively recruiting from outside both organizations. That being said, It will be our responsibility, as managers, to make sure we are adhering to EEO (Equal Employment Opportunity) policies and procedures. This means evaluation of candidates for jobs in terms of characteristics that really do make a difference between success and failure, and fair and equal treatment of employees on the job (Cascio, 2006). We will screen all applicants (internal and external), based on their individual experience, training, qualifications for the positions available, and past working experience. We will not tolerate discrimination of any kind during our recruiting process. We will not base any decisions for employment on age, ethnic background, social status, gender, or disabilities. As we move forward with this merger,

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