Cluster Analysis

In any dynamic market environment, businesses will look to employ varying strategic approaches as they look to succeed in their endeavors. These strategies serve as an outline of the objectives and goals the organization has set as well as the proper means of achieving optimum results (Smith, 2003). This particular scenario highlights the growth of Widge Corporation to establish itself as the leading business in the snack market. It also depicts the strategic decision of merging with a rival business Orangie Company as a means of gaining a higher advantage in the snack market. Considering the above scenario, the implications involved have brought about significant debates and issues over concerning how management proceedings will be undertaken. This sensitive decision has led the management to embark on appropriate measures and recommendations to combine the two processes of management into one unit.

The Orangie Company should evaluate how the different departments exhibit their performance. They should base their evaluation in terms of marketing, production and sales. They should also endeavor to compare and contrast the various techniques capable of causing any disparity in the course of the merging process. The two different styles of management from each company will consequently influence different organizational cultures and behaviors. The merging of Widge Corporation and Orangie Company is a normal business endeavor despite the conflicting speculations on the outcome (Smith, 2003).

There is need to evaluate the impending merger with regard to informed statistical data to facilitate the successful coexistence of the two forms of management. This information should be implemented with the view of facilitating proper conclusions regarding the merging process through ramifications or benefits that should also be carefully evaluated. Therefore, the hypothesis that the upcoming merging strategy between Widge Corporation and the Orangie Company will be effective in making resulting corporation greater in the snacks industry.

This should be coupled with the merging of sound management practices and resources. Advice to the company would be to encourage its employees to embrace teamwork and form collaborative departments and teams. For example, these collaborations should be oriented towards achieving the set goals of the resulting company. However, the null hypothesis of this strategy would be that both companies go about their operations separately (Gliner, 2008). The resulting company will become successful if both managements are allowed to function without interference since they will be most effective this way.

Collection of statistical data needs to be carried out and thereafter formulate an informed argument, and then present the findings to the concerned management. This would assist me to present evidence establishing possible results. This evidence would be considerate of the given variables associated with possible organization working patterns and behavior in the resulting company. A strategic approach towards the null hypothesis associated with the merger would also be appropriate. This strategy would direct the two managements towards the adoption of a unified form of management in the ultimate merger.

Furthermore, if a basic form of relationship is discovered, the implications involved suggest that the null hypothesis would be disbanded or even rejected altogether. Additionally, the alternative hypothesis dictates that Widge Corporation should have opted to merge with another company other than the Orangie Company. Even though the Widge Corporation may have had excellent prospects, the double management issue would compromise effective decision making from the management top. If hypothesis suggest that the acquisition of analyses and statistical data would lead to the success of the merger, then the alternate of null hypothesis would not stand (Gliner, 2008)

References

Gliner, J. A. (2008). Null hypothesis significance testing: Effect size matters. New York, NY: Oxford Press.

Smith, H. (2003). Business Process Management. New York, NY: Meghan-Kiffer Press.