A study examined the creation of a new division within an organization, where members of management were primarily from an "immigrant" or regulatory culture, to determine the effects on management and professional satisfaction. Data were elicited through both a survey instrument and in-depth interviews with 26 current employees and 12 former employees of a national organization in the business of managing large tracts of land along with associated resources, which two years earlier had created a new division. (The organization in question employs thousands of people and has a sizable annual operating budget.) The dominant culture of the parent organization stressed a family style culture while, in contrast, the "immigrant" managers prided themselves on hiring the most qualified candidates and not being part of the network which had historically controlled destiny for the parent organization. Results revealed significant differences between management and professional perceptions with regard to teamwork, local and national management, consistency with mission, and productivity. Findings illustrate a profile of a division which was demoralized and alienated from all but one manager. Findings also suggest practical steps consultants may take to ensure more successful reorganization or mergers. (Two figures of data are included; 25 references are attached.) (KEH)