Contemporary Management: Conflict Theory, Human Relations Theory, and Integration of Top Management

Running head: CONTEMPORARY MANAGEMENT
Contemporary Management
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CONTEMPORARY MANAGEMENT1
Table of Contents
Question 1..................................................................................................................................2
Question 2..................................................................................................................................3
Question 3..................................................................................................................................5
Question 4..................................................................................................................................7
Question 5..................................................................................................................................9
References................................................................................................................................11

CONTEMPORARY MANAGEMENT2

CONTEMPORARY MANAGEMENT3
Question 1
As examined with the help of the case study named as Who Goes, Who Stays? The
merger between two Pharmaceuticals Company have been analysed (Schuler & Jackson,
2001). The two companies were named as DeWaal Pharmaceuticals and BioHealth Labs. In
this connection, it was investigated that there are several integration issues that sum up in the
ideology of mergers and acquisitions. The same can be critically explained by the limitations
of the conflict theory in the process of mergers and acquisitions (Friedman et al., 2016). The
concerned theory states that the mergers and acquisitions of firms in the sector of the
contemporary global economy are subjected to financial diligence as well as the human factor
that is involved as the primary source of both the merger and the conflicts in the alliance. The
issues that arise because of the decision making process of which company should acquire
who is analysed with the help of the conflict theory. In this concern, the main conflicting
reason that is at stake in the case of the two concerned Pharmaceuticals Company was
examined as the trouble of decision between Steve and Bruce to that with Kaspar and
Christian, about shifting their companies abroad and close the plant of operations in
Indonesia. In this connection, Steve had a plan to close the DeWaal plant in Indonesia, which
had become redundant and hold the BioHealth business in the region of Shanghai. In addition
to this, Steve believed that it would be beneficial and imperative to build and maintain a
business operation plant in China and also that he was ready to offer the operations of the
DeWaal Company to someone interested in the context of receiving few benefits out of the
same. In lieu of this, the other business person named as Kaspar broke up into a broad grin
and rejecting the offer made by Steve, claimed that the people running the plant at Indonesia
are outstandingly working on the same and they will not agree to the closure as the same
would impact their job and daily earnings. Thus, there was a huge conflict that aroused in the
decision-making process of merging and acquisitions of the company in different regions of