Business Environment - Report
14 Pages4455 Words37 Views
Added on 2020-07-23
Business Environment - Report
Added on 2020-07-23
ShareRelated Documents
Business report
EXECUTIVE SUMMARYThe trend of acquiring new company is increasing the business environment. Company Ais being acquired by Company B. In the cases of mergers and acquisitions, there are someproblems like integrated leadership. Employees of Company A are habitual of working in ademocratic leadership style but now they have to work under autocratic leadership. Terminationsin the organisations are happening because some employees are not fitting in the company. Theyare crucial part of firm and sending them out in the name of redundancy may bring down themorale of existing employees. The company have shifted from transformative approaches to autocratic leadership styleswhich have resulted in declining of performance and employee leaving organisation due tounsatisfactory culture in the business. The alteration in the leadership style without any supportand guidance to employees have led to the fall in the performance and are unclear of role andresponsibility which are to be fulfilled by them. It is extremely important for acquiree to focusbeyond financial aspects such as people, culture etc. SPEAR team is one thing about whichCompany B should rethink again. In present situation acquiring firm is not facing much issue butthey have to change their attitude because being proactive can assure them smooth functioning.Job security of employees and proper training to them are two issues which can be solved bymaking immediate and radical changes in leadership style.
Table of ContentsEXECUTIVE SUMMARY.............................................................................................................2INTRODUCTION...........................................................................................................................1ANALYSIS......................................................................................................................................2Challenges and opportunities in the integrated leadership and operational management......3Model and approaches to manage acquisition........................................................................4CONCLUSIONS..............................................................................................................................7RECOMMENDATIONS.................................................................................................................8REFERENCES..............................................................................................................................10
To – Board of director (Company B)From – Senior ManagerDate – 10 march, 2018INTRODUCTIONAcquisition is defined to be a concept in which assets and resources of anotherorganisation is bought or obtained as a strategy for growth.Given scenario revolves around twocorporations; A and B. Co A has been surviving worldwide for past 200 years in the field ofheavy engineering. It has made its presence in Asian countries like India, China and havelocations in three different sites of UK. Company was accustomed to effective leadershipstrategy especially situational which in turn resulted in competent workforce. It majorly believedin innovation using personnel development. Basically, company improvises flexibility in theirmanagement operations with a belief in staff development. Kaleidoscope model is effective toolfor understand the process of transformation of an organisation. It mainly focus on four elementsi.e. power, scope, capabilities, time, capacity, preservation, diversity and readiness for change.Furthermore, in order to analyse the organisation culture, the Cultural Web model has been use.SPEAR team was created to execute projects with a assigned duration of six months. Thisstrategy responded in positive manner and resulted in delivery of innovative products andservices. With a huge success in every aspect of business an uncertain event happened. Co A getsacquired by Co B in the year 2017 and changed every functioning unit of business. This acquisition occurred due to expansion that Co B holds with a mindset of increasingrevenues and shareholders in the market (Mergers and Acquisitions, 2015). With acquisitionbasic functioning of Co A changes i.e. their leadership strategy is now being switched toautocratic. SPEAR team is now resolved due to cultural change which has created insecurity inexisting employees. Changes adopted has created redundancy in global workforce and alsovoluntarily renunciation. Co B holds a vision of diversifying business into larger segments withthe help of competent workforce which Co A already holds. Quality and innovation were twocriteria that Co A has worked upon for past centuries. It is now responsibility of Co B to abideexisting human resources and determine consequences of organisational fit in given situation. This report is constructed with an aim to comprehend and rectify acquisition process.Major focus have been done on four sectors; finance, operations, leadership and technology.During acquisition, major challenges were encountered such as leadership implementation,1
End of preview
Want to access all the pages? Upload your documents or become a member.
Related Documents
A Comparative Study of Acquisition Practice in Indialg...
|14
|4329
|50
Leading & Managing Organisational Resourceslg...
|12
|4049
|73
Leading and Managing Organisational Resources : Assignmentlg...
|13
|4596
|788
Organisational Changes Due to Acquisitionslg...
|17
|4222
|452
Leading and Managing Organisational Resources Reportlg...
|10
|3040
|61
Leading and Managing Organizational Resourceslg...
|13
|3504
|158