首页
登录
职称英语
However attractive the figures may look on paper, in the long run the success
However attractive the figures may look on paper, in the long run the success
游客
2023-12-23
37
管理
问题
However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain.
According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles.
This was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies’ skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place.
But even in mergers that do go ahead, there can be culture clashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company’s approach would have worked for the other.
The answer is not to adopt one company’s approach, or even to try to incorporate every aspect of both organisations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies with differing management styles are the ones that need to work hardest at creating a new culture.
Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done. [br] Creating a new culture in a newly merged organisation means that______.
选项
A、management styles become more flexible
B、there is more chance of the merger working
C、staff will find it more difficult to adapt to the changes
D、successful elements of the original organisations are lost
答案
B
解析
转载请注明原文地址:https://tihaiku.com/zcyy/3299304.html
相关试题推荐
Initseverydaylife,Italyisverymuchtheman’sworld.However,becauseo
Initseverydaylife,Italyisverymuchtheman’sworld.However,becauseo
Initseverydaylife,Italyisverymuchtheman’sworld.However,becauseo
Initseverydaylife,Italyisverymuchtheman’sworld.However,becauseo
Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassica
Howeverattractivethefiguresmaylookonpaper,inthelongrunthesuccess
Howeverattractivethefiguresmaylookonpaper,inthelongrunthesuccess
Howeverattractivethefiguresmaylookonpaper,inthelongrunthesuccess
Howeverattractivethefiguresmaylookonpaper,inthelongrunthesuccess
Thetimingofmarketentryiscriticaltothesuccessofanewproduct.Acom
随机试题
随着社会主义市场经济的逐步完善,中国大多数企业的社会责任意识也在不断增强。它们恪守诚信,合法经营,努力为国内外消费者提供高质量的商品,注重节约,保护环境
Differentpeoplechoosedifferentjobsaccordingtotheirinterestsandabili
A.76.2A B.38A C.44A D.25.4A
802.11MAC层中不存在的报文是哪种类型()。A.管理帧 B.监控帧
光照射可加速药物的氧化()A:采用棕色瓶密封包装 B:产品冷藏保存 C:制
三仁汤中有"宣上、畅中、渗下"作用的代表药物是()A.杏仁半夏
育人为本的教育思想,坚持以( )为先。A.智育 B.美育 C.德育 D.
下列关于规划实施的表述,错误的是( )A.优先安排产业项目,逐步配套基础设施
男,35岁,劳动中左小腿被重物砸伤,伤后左小腿肿痛来院。检查见左小腿高度肿胀,并
A公司2012年的净利润为210万元人民币,所得税费用为15万元人民币,利息费用
最新回复
(
0
)