Answer ALL Questions.Case Study 1: A Merger of Accounting FirmsAbu have been working at ABC and Friends, a midsized accounting firm in Johor thatspecializes in commercial accounting and audits. His particular specialty is accountingpractices for shipping companies. About 6 months ago, ABC and Friends have merge withanother two accounting firms. These firms have offices in Sarawak, Indonesia, andSingapore. Although the other two accounting firms were much larger than McKay, all threefirms agreed to avoid centralizing the business around one office in Kuala Lumpur. Instead,the new firm-called 3 Cemerlang Associates-would rely on teams across the country to"leverage their synergies.The merger had affected Abu when his boss (a senior partner and vice president of themerger firm) announced that he would be working more closely with three people from theother two firms to become the firm's new shipping industry accounting team. The other teammembers were Elias in Kelantan, Farid in Pahang, and Eric in Kuala Lumpur. Abu had metElias briefly at a meeting in Kota Bharu during the merger but had never met Farid or Eric,although he knew that they were shipping accounting professionals at the other firms.Initially, the shipping team activities involved e-mailing each other about new contracts andprospective clients. Later, they were asked to submit joint monthly reports on accountingstatements and issues. Normally, Abu submitted his monthly reports to summarize activitiesinvolving his own clients. Coordinating the monthly report with three other people took muchmore time, particularly because different accounting documentation procedures across thethree firms were still being resolved. It took numerous e-mail messages and a few telephonecalls to work out a reasonable monthly report style.During this aggravating process it became apparent to Abu that this team business wascosting him more time than it was worth. Moreover, Eric in Kuala Lumpur didn't have a clueabout how to communicate with the rest of them. He rarely replied to e-mail. Instead, heoften used the telephone voice mail system, which resulted in lots of telephone tag.The biggest nuisance with the shipping specialist accounting team started two weeks agowhen the firm asked the four of them to develop a new strategy for attracting more shippingfirm business. This new strategic plan is a messy business. Somehow, they have to sharetheir thoughts on various approaches, agree on a new plan, and write a unified submissionto the managing partner. Already the project is taking most of Abu's time to just writing andresponding to e-mail and talking in conference calls (which none of them did much beforethe team formed).Elias and Farid have already had two or three misunderstandings via e-mail about theirdifferent perspectives on delicate matters in the strategic plan. The worst of thesedisagreements required a conference call with all of them to resolve. Except for the mostbasic matters, it seems that they can't understand each other, let alone agree on key issues.They also can't form a common vision or strategy.Questions1. Identify the strengths and weaknesses of this team's context, composition and processes.2. Assuming that these four people must continue to work as a team, recommend ways toimprove the team's effectiveness.23.What type of organisational structure was form here? Discuss the pros and cons ofhaving this structure.4.What are you going to do in order to overcome the communications problems in theabove case? Is it necessary for you to change the organisational structures? Why orwhy not?

Question

Answer ALL Questions.Case Study 1: A Merger of Accounting FirmsAbu have been working at ABC and Friends, a midsized accounting firm in Johor thatspecializes in commercial accounting and audits. His particular specialty is accountingpractices for shipping companies. About 6 months ago, ABC and Friends have merge withanother two accounting firms. These firms have offices in Sarawak, Indonesia, andSingapore. Although the other two accounting firms were much larger than McKay, all threefirms agreed to avoid centralizing the business around one office in Kuala Lumpur. Instead,the new firm-called 3 Cemerlang Associates-would rely on teams across the country to&#34;leverage their synergies.The merger had affected Abu when his boss (a senior partner and vice president of themerger firm) announced that he would be working more closely with three people from theother two firms to become the firm's new shipping industry accounting team. The other teammembers were Elias in Kelantan, Farid in Pahang, and Eric in Kuala Lumpur. Abu had metElias briefly at a meeting in Kota Bharu during the merger but had never met Farid or Eric,although he knew that they were shipping accounting professionals at the other firms.Initially, the shipping team activities involved e-mailing each other about new contracts andprospective clients. Later, they were asked to submit joint monthly reports on accountingstatements and issues. Normally, Abu submitted his monthly reports to summarize activitiesinvolving his own clients. Coordinating the monthly report with three other people took muchmore time, particularly because different accounting documentation procedures across thethree firms were still being resolved. It took numerous e-mail messages and a few telephonecalls to work out a reasonable monthly report style.During this aggravating process it became apparent to Abu that this team business wascosting him more time than it was worth. Moreover, Eric in Kuala Lumpur didn't have a clueabout how to communicate with the rest of them. He rarely replied to e-mail. Instead, heoften used the telephone voice mail system, which resulted in lots of telephone tag.The biggest nuisance with the shipping specialist accounting team started two weeks agowhen the firm asked the four of them to develop a new strategy for attracting more shippingfirm business. This new strategic plan is a messy business. Somehow, they have to sharetheir thoughts on various approaches, agree on a new plan, and write a unified submissionto the managing partner. Already the project is taking most of Abu's time to just writing andresponding to e-mail and talking in conference calls (which none of them did much beforethe team formed).Elias and Farid have already had two or three misunderstandings via e-mail about theirdifferent perspectives on delicate matters in the strategic plan. The worst of thesedisagreements required a conference call with all of them to resolve. Except for the mostbasic matters, it seems that they can't understand each other, let alone agree on key issues.They also can't form a common vision or strategy.Questions1. Identify the strengths and weaknesses of this team's context, composition and processes.2. Assuming that these four people must continue to work as a team, recommend ways toimprove the team's effectiveness.23.What type of organisational structure was form here? Discuss the pros and cons ofhaving this structure.4.What are you going to do in order to overcome the communications problems in theabove case? Is it necessary for you to change the organisational structures? Why orwhy not?

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