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I have been studying the impact of mergers or acquisitions on various stakeholders within organizations. It is impossible to state the impact on everyone in a particular organizational level because of situational and personal differences. It is, however, helpful to think through what a typical person in one level is dealing with even though the exact forces will be somewhat different in each case and perhaps vastly different in outlier circumstances. This article focuses on issues for the first level of supervision in an organization during a merger or acquisition.

In some cases, these leaders are called “group leaders” or “squad leaders;” in others, they are referred to as “supervisors.” There are probably many other names, but for the remainder of this article I will use the word “supervisor.” The common thread is that these people operate at the critical and delicate junction between management layers and workers on the…

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