There will be conflicts and issues that arrive in a merger process. When a business adds new leadership, counterparts, structure and style, the whole organizational situation changes at that point. Every worker is affected by the changes, that is, everyone has to quickly adjust and adapt for the organization to survive. Some issues that will result from the change will be initial resistance to power structure, change in worker attitude, behavior and/or job satisfaction, and high turnover. As leadership develops the strategic plans for the acquisition the concerns of the culture and structural makeup of the company are paramount. As the culture and structure of the new organization are addressed, the leadership, given the tools, will be able to form new relationships and better understanding of the employees and management of the acquired company. For this transformation to succeed a majority of the workforce must buy into it. Giving direction and focusing on the objectives presented will ensure the new organizations strategic plans are met with little or no resistance.

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