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A Comparative Study of Acquisition Practice in India

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Added on  2020-07-22

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Business Report EXECUTIVE SUMMARY3 INTRODUCTION 1 ANALYSIS 2 Key elements for management of acquisition 2 Challenges and opportunities in operational management and integrated leadership 4 Theories and models which assist in decision makingand to implement performance 6 CONCLUSIONS 7 RECOMMENDATIONS 8 REFERENCES 10 EXECUTIVE SUMMARY In current scenario acquiring has become a common trend in business. Same thing has happened with Company A, the company was working smoothly for longer but changes in leadership approach and policies made difficult for the company to sustain in

A Comparative Study of Acquisition Practice in India

   Added on 2020-07-22

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Business Report
A Comparative Study of Acquisition Practice in India_1
Table of ContentsEXECUTIVE SUMMARY.............................................................................................................3INTRODUCTION...........................................................................................................................1ANALYSIS......................................................................................................................................2Key elements for management of acquisition ...........................................................................2Challenges and opportunities in operational management and integrated leadership ...............4Theories and models which assist in decision making and improving performance..................6CONCLUSIONS..............................................................................................................................7RECOMMENDATIONS.................................................................................................................8REFERENCES..............................................................................................................................10
A Comparative Study of Acquisition Practice in India_2
EXECUTIVE SUMMARY In current scenario acquiring has become a common trend in business. Almost all part ofthe world the bigger organisation is acquiring small company who are non performing or cannotcompete in business market. This will allow the bigger organisation tom expand their business tonew geographical boundaries. Same thing has happened with Company A, the company wasworking smoothly for longer but changes in leadership approach and policies made difficult forthe company to sustain in competitive business. Company was following democratic style ofleadership bust after acquisition they have to follow autocratic leadership of company B. Afterthe acquisition lots of termination of employee has happened because many of the employee arenot able to keep pace with the working condition and leadership of company B. The waytermination is not justified in the view of employees which result decreasing morale andprevailing of sense of uncertainty about their job. This transformation form democratic leadership to autocratic leadership has decreasedproductivity of organisation as most of their employees are leaving the company due touncertainty and unsatisfactory organisational culture. This change in leadership style hasdisrupted activities in organisational culture e.g. change in training and development policy,workforce management, coordination, behaviour and attitudes and unclear job roles. Thecompany must analyse that the above factors are also important apart from financial factorsgrowth oh the organisation in competitive business structure. The company must apply certainmodels for analysing these areas for proper evaluation of different aspects in organisation.Company has adopted 360 Congruence model for evaluating different internal and externalfactor. Company A has made SPEAR team who are responsible for examining different elementsin internal and external environment. Their analysis includes workforce management, job role,Employee retention, welfare , rewards and appraisals, skills and development etc. By analysingthese factors the team can can make radical changes which will aid organisation to be back ontrack and be productive in market place.
A Comparative Study of Acquisition Practice in India_3
To – Board of director (Company B)From – Senior ManagerDate – 10 march, 2018INTRODUCTIONAcquisition is a common practice when a targetted company is acquired by some anothercompany. The target company is a legal organisation after acquiring becomes a part ofpurchasing company, it can also be termed as acquiring ones assert and resources form someother company. The given case study has concentrated on two companies, Company A andcompany B. Co A has a long history of more than 200 years in field of production of heavyengineering. Through their long journey they have increases their roots in Asian countries likeIndia, China and as many as 3 location in UK. The company is known for adopting betterleadership styles and strategy in their business culture and organizational structure. Companybelieve that giving a better workplace environment to employees so that they can be expressivein their work and generate innovative ideas which can be implemented in business strategies.The company has made a SPEAR team to look into implement flexibility in their workingenvironment is also used to increase ability and efficiency of their workforce and applyinnovative ideas. By implementing this team they have a huge amount of success in market placebut due uncertain events and change in leadership practice the company has seen downfall,which is regarded as the main reason for their downfall. Company B has a mindset expand their business in larger areas and increase their revenuebases and shareholder in business market. After the acquisition basic function in thenorganisation changes drastically (Goetsch and Davis, 2014). Firstly leadership styles changesfrom democratic to autocratic style. SPEAR team has been suspended and their policies andsuggestions were being neglected. This has increased insecurity among their employees abouttheir jobs and their freedom has been scraped. These changes has created voluntary renunciationand redundancy in their workforce. Company B now have full authority to take decisions inworkplace of company and make planning for quality, technology and productivity. This report is mainly focus on rectifying and comprehend acquisition process. This reportmajorly focus on four major factors: Operation, finance, technology and leadership. At the timeof acquisition major change have occurred in implementation of leadership and operationalmanagement. This report has deeply observe the global impact of operational and management1
A Comparative Study of Acquisition Practice in India_4

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