2 questions on 1 case study. Case study and Marking rubric a

2 questions on 1 case study. Case study and Marking rubric as attached.GuidelinesConventions of academic writing• The assignments must be typed on white A4 paper with double spacing,and a 2.5cm margin at the top and bottom of the page, and on the righthandand left-hand sides. You should use 12 point font for the text (14point font for headings, if you like), Times New Roman (preferred).• The assignments should be grammatically correct and well punctuated.As a tertiary level student, a high standard of written English is expected.Your assignments should be clear, concise, neatly presented, and easyto read. Failure to comply with these requirements will result in asignificant loss of marks. Harvard referencing format.Case StudySally Johnson is a member of the management team of XYZ Energy, a majorgovernment-owned energy company. Following a high-profile corporatesales process, XYZ Energy was bought by one of its private-sectorcompetitors, Big Energy, for a record price.XYZ Energy was successful company that had established strong, efficientand robust processes and systems to manage its business and risks. It hadalso innovated new processes in areas, which gave it significant competitiveadvantage. The company had a loyal staff with relatively low turnover. TheXYZ Energy management team was well respected by employees. A largemajority of staff worked hard throughout the lead up to the sale to supportthe process and support each other. Although morale was not high, it wasbetter than had initially been envisaged when the sales process wasannounced, the staff were extremely proud of the value they had built up forthe company, and it was felt that Big Energy must see significant value in theexisting processes and systems of XYZ Energy, as well as in their customerbase.The core business structure of both companies was similar, not surprisinglygiven they both operated in the same energy retailing market. For example,both companies had marketing, commercial, operational and tradingdepartment, and each one of these areas was represented on thecompanies’ management teams. XYZ Energy also had a strategydepartment, which Sally Johnson managed.At the point of the sale, the chief executive and functional business membersof the management team were immediately made redundant prior to anyintegration of XYZ Energy’s operations into Big Energy. Sally was retainedpost sale to facilitate parts of the integration or operations. With the removalof the core management team, it quickly became clear that Big Energywished to remove the majority of the remaining staff as rapidly as possibleonce the essential integration of core operations was completed.Instantly the morale with the XYZ Energy staff plummeted as they realizedthat, like the management team members, they would not be allowed tocompete for their jobs based on merit. Morale continued to decline andfrustration arose as Big Energy failed to leverage innovative processes andsystems for its own competitive advantage, focusing on the speed ofintegration rather than its quality and the long-term benefits. Big Energy’ssenior management rarely came to the remote office to engage with theirnew team, and staff numbers dwindled as people elected to leave and moreredundancies were occurred.Sally felt a strong loyalty towards the staff that had supported the growth ofXYZ Energy, and therefore, immense anguish for them as their fate becameclear. She attempted to argue to senior management that Big Energy should2revisit its integration model and priorities in-order to preserve and leveragethe competitive advantages and key skilled staff it had acquired.(Source: Wood, J. Zeffane, R. Fromholtz, M. Wiesner, Morrison, R. & Seet, P 2013,Organisational Behaviour: Core Concepts and Applications, 3rd Australasian Edition Wiley,Brisbane; pp. 75).Students are required to address both of the following questions in theiressay:Question 1The rapid rate, at which Big Energy has opted to absorb XYZ Energy into itsexisting business model, has had an adverse impact on the employees thatoriginally came from XYZ Energy. Discuss the impact of this integrationmodel on the overall the attitudes, values and behaviours of the remainingXYZ staff members.Question 2Based on your analysis in Question 1, you are required to providemanagement at Big Energy with some recommended strategies for dealingwith the identified issues.