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Reflective JournalIntroduction This is a reflective journal to reflect the most salient learning experiences that I had during thiscourse MN6921. The journal will provide my learning experiences in depth, with the help ofexamples and all the learning and experiences will be linked back to theory. In the journal, I willdescribe my experiences and learning, and then I will interpret it and draw an outcome out of it.This reflective journal will involve looking at the course contents and discussions and analysis ofthe idea that I have got from the lectures, discussions, notes, etc. I will think deeply about themfrom different perspectives. I will carefully think about what that idea means for me and my on-going progress as a learner and as a professional. 1
Learning 1 DescriptionThere is the difference between mergers and acquisitions. When one firm or company takes overthe ownership of another firm or company, it is known as the acquisition. But, the merger is thecombination of two separate companies. There are many examples of these like the merger ofFrench Banque Populaire and Caisse d’Epargne to form Groupe BPCE (Bülbül, 2013). Themergers led to this bank become the second largest bank in France. There are many reasons dueto which the organizations acquire each other or merge with each other like the strategic motives,financial motives, managerial motives, etc. In mergers and acquisitions, the companies sharetheir resources, processes, methods, activities, profits and all the other things that happen in thecompanies. From this, I have learned that the motives behind mergers and acquisitions fail torecognize the implications of huge changes on the level of motivation and performance of thepeople working in the companies and the project teams. The mergers and acquisitions are hugeand they result in big changes that are faced by the companies. When the changes happen, it isthe people of the company who are affected by them the most. In this process, they start resistingthe change which sometimes reduces their level of motivation. Thus, I have learned that it is thepeople who need to be managed the most when the companies go for mergers and acquisitions. InterpretationFor me, the most important element in the organization was the human resources. This learningresulted from the fact that people in the company are the source of all the activities getting doneon time and in an efficient manner. The earnings of the company depend on the way in which thepeople work here. If the people are not satisfied with the profile and the culture of the2
organization, then they will not work properly, they cannot be motivated, they cannot let thingshappen in the company in a smooth way and they will not allow the company to progress in thefuture by fulfilling the objectives of the company. Previously, I felt that people are easy to manage because they are given commands by themanagers and the leaders, and it is their duty or responsibility to follow those commands. I alsofelt that they are not the much important thing to be considered when the people plan for mergeror acquisition because the company has to see its future potential and not the employees.Subsequently, I realized that human resources are a major source of success for the company. Inoticed that all the activities are performed in the company in a proper way when the employeesare working hard, they are showing their potential, and they are putting efforts for theimprovements in the processes of the company. Later, when I studied bout the concept ofmergers and acquisitions, then I noticed that most of the companies are missing this feature oftaking care of their employees while carrying out this process and hence their efforts are failingto merge and acquire. This could be due to my interest towards the human resources of the company or due to myconcern towards them. Thus might also be related to the fact that I see myself as a potentialfuture employee of some company and I can relate myself to the feelings of people duringmergers and acquisitions. OutcomeHaving read the texts and case studies of many companies related to mergers and acquisitionsand analyzed their reasons of failure; I now question the effectiveness of organizations inhandling their human resources. I wonder how these companies who failed in this process did not3
take care of the interest and preferences of the most important assets that they had. I also learnedthat if this aspect is not managed by the companies during mergers and acquisitions, then theycannot become successful because people will resist this change and they will not let it happen ina proper a planned way. Therefore, I now know that whenever the mergers and acquisitions areplanned, the change agent should be appointed to take care of the employees of the company.The mergers and acquisitions happen not just between the two companies, but the integration isof the culture, people and structure too. I have slightly developed my understanding of how to manage the people during mergers andacquisitions and how much it is important to identify their source of motivation. I have alsoimproved my ability to analyze the situations in the company, and I have understood thatwhenever the company formulates any strategy, it affects the entire organization. The managersand the leaders of the company should align the human resource practices with the overallstrategy of the company even if the strategy of the company is related to mergers andacquisitions. 4
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