首页
登录
职称英语
• Read the article below about common problems affecting mergers, and the questi
• Read the article below about common problems affecting mergers, and the questi
游客
2025-05-21
20
管理
问题
• Read the article below about common problems affecting mergers, and the questions on the opposite page.
• For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.
Achieving a successful merger
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 dashes. 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 organlsations, 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/4085716.html
相关试题推荐
•Readthearticlebelowaboutexportingandthequestions.•Foreachque
•Readthearticlebelowaboutexportingandthequestions.•Foreachque
•Readthearticlebelowaboutexportingandthequestions.•Foreachque
•Readthearticlebelowaboutexportingandthequestions.•Foreachque
•Readthearticlebelowaboutacivilrightslawsuit.•Choosethebests
•Readthearticlebelowaboutacivilrightslawsuit.•Choosethebests
•Readthearticlebelowaboutdelegation.•Inmostofthelines34-45,therei
•Readthearticlebelowaboutdelegation.•Inmostofthelines34-45,therei
•Readthearticlebelowaboutdelegation.•Inmostofthelines34-45,therei
•Readthearticlebelowaboutdelegation.•Inmostofthelines34-45,therei
随机试题
[originaltext]W:Jack,sitdownandlisten.Thisisimportant.(9)We’llhavet
[originaltext]In1903,adoctorinDetroit,Michigan,boughtthefirstcarfrom
CreativityEnvironmentI.Whatwedoincreativethinki
PassageOne[br]Whatdoestheauthortrulywanttogetfromlivinginafar
提示:Jane和Michael商量周六去野餐。他们讨论要去什么地方,带些什么。M
从所给四个选项中,选择最合适的一个填入问号处,使之呈现一定的规律性: A.如上
在保修期内,对于用户投诉的处理,正确的做法有()。A、应迅速及时处理,切勿拖延
阵发性室上性心动过速并发变异型心绞痛,宜采用下述何种药物治疗A.普鲁卡因胺 B
在财政支出总额中,购买性支出所占比重大,表明财政具有较强的()。A.资源配置职
耐火陶瓷纤维主要的施工方法有()。A.层铺法 B.叠铺法 C.层叠混合
最新回复
(
0
)