Contemporary Management

Running head: CONTEMPORARY MANAGEMENT
CONTEMPORARY MANAGEMENT
Name of the Student
Name of the University
Author Note

2CONTEMPORARY MANAGEMENT
Executive Summary
The report has a light on the merger and acquisition process of the world of business. The
business deals are managed by the organisation’s head, so their effectiveness and their way of
the working process are important in that case. The managing aspect of existing shareholder
and process of product culture expansion is creating a difference in nations. Market
extension, revenue, the formation of conglomerate process help to bind the company at the
right way. DeWaal and BioHealth can do the integration starting with the change of
behaviour of the employees. Changing of the behaviour means the team working of both
cultured employees and the employees need to abstain from ‘all about me attitude'. Steve and
Kaspar, the leaders of both the organisations need to focus on the present and future of the
organisations. Both the organisations must bring-in outside help as the talent assessment and
lawyer. In this paper, inefficient management of the organisation, using the Hofstede model
and the synergies are used to make the decisions.

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Table of Contents
Introduction................................................................................................................................4
Conflicting values......................................................................................................................4
Critique the process applied to work out the details of the integration, particularly with regard
to structure and top management staffing..................................................................................5
Recommend the conflicting values be resolved.........................................................................7
The process to be recommended for the two senior executives and their HR people follow to
work out the details of the integration........................................................................................8
Evaluating the usefulness of the management and organisational theories and practices.......10
Conclusions..............................................................................................................................11
References................................................................................................................................12

4CONTEMPORARY MANAGEMENT
Introduction
Cultural differentiation in merger and acquisition creates a huge problem for the
newly formed organisation. The area of business handling is big in that case and extreme
difficulty in language corporate culture, etiquettes all these are relevant in that case to
differentiate those. Recruitment is one of the important concerns in this aspect. The reason
behind the problems is the accumulation of people from both the companies and their work in
couture. The new venture has started their business in New York City. Thus European culture
needs to be shifted in the US and that impact on the corporate change in etiquettes and
behavioural approach of the new company. The mega-company DeWall BioHealth takes care
of the drug-related products and different medications. The projected revenue of the merged
company was $8 billion. But the issue regarding the recruitment strategy and policies taken
by the company is the main concern of that report.
The conflicting values of Europe and American culture are the prime issue in that case
and their employees’ relationship etiquettes, work cultures all these are important and
relevant in that report. The issues are relevant enough to make some compliance changes in
the management and to form a better human resource strategy to recruit some effective
employees.
Conflicting values
There are some issues in case merger and acquisition as more than one company is
involved with the process. The issue in law compliance, cultural and communication
obstacles, political support and market penetration in the different market all these are
relevant in that case. Management wants to curtail their numbers of employees from 120 to
65. The senior-level employees are the asset for the company, but the company needs to do
that call for the sustainable development of the merged organisation (Tait et al., 2013). The