MGTS4602

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Last updated: November 18, 2025

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Hint	Answer
Transformational leadership (MSACH)	Posner (2012)
	Model
	Shared vision
	Action
	Challenge
	Heart
M&A failures (STOIC)	Strategic fit
	Transparency
	Optimism
	Integration
	Culture clash
Kotter's 8 steps (UGSCESBI)	People focus
1	Urgency
2	Guiding
3	Shared vision
4	Communicate
5	Empower
6	Short term wins
7	Build on gains
8	Institutionalise
ADKAR model	Awareness
	Desire
	Knowledge
	Ability
	Reinforcement
Stakeholder map (CCII) (x = impact, y = influence)	Consult
	Collaborate
	Inform
	Involve
Strong face emotions culturally judged	Ekman
Individual change resistors (SUEH)	Security
	Unknown

Hint	Answer
	Economic
	Habit
Organisational change resistors (SUP)	Structure
	Urgency
	Power
SCARF model	David Rock
Factors with effect on human reactions	Status
	Certainty
	Autonomy
	Relatedness
	Fairness
Job demand control: high risk from high workload and low decision making power	Karasek (2010)
Merger model (TTCM)	Engert (2019)
1	Target
2	Translation
3	Components
4	Metrics
5 key success factors (LCAPM)	LCAPM
1	Language
3	Cultural direction
3	Alignment
4	Program
5	Measure
Making change stick culturally (PRDCNP)	PRDCNP
Formal	Performance
	Rewards
	Development
Informal	Connections
	Networks
	PPE
Making mergers work (CFAM) (x = integration, y = response to legacy identity)	Bouchikhi & Kimberly