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TMH0805_Contemporary Management

   

Added on  2021-05-30

14 Pages3304 Words21 Views
Leadership ManagementProfessional DevelopmentLanguages and CultureSociology
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Running head: CONTEMPORARY MANAGEMENTWho Goes, Who Stays?Student’s nameName of the Institute
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TMH0805_CONTEMPORARY MANAGEMENTExecutive SummaryThe report discusses the various aspects of people management during mergers and integration. Various management theories and concepts are included to understand the given case. The case talks about merger of two pharmaceutical companies. One company belongs to American continent and other from European continent. In spite of clearance of regulation, the companies faced a big hurdle in integration of culture, retaining the top performing employees, decision making etc. There is issue in proper structure and communication. This has led to increase in conflicting values. The report discusses these conflicting values during integration. There are many like anxiety, social identity, role conflicting, fairness etc. It also highlights the processes involved during integration such as leadership structure, cultural discrepancies, defining vision and mission, benchmarking and measurement, resolving key issues etc. The report also highlights different ways to manage conflicting values like there should be proper decision making process. It is also necessary to give culture due diligence. In the later section of the report, the function of top leaders and HR executives are determined to set things in place. The major functionalities of any leader involve planning, organizing, leading and controlling.
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TMH0805_CONTEMPORARY MANAGEMENTTable of ContentsIntroduction................................................................................................................................................4Conflicting Values......................................................................................................................................4Integration Process of Staff and structure.......................................................................................5Resolving conflicting values..................................................................................................................8Recommendations to work out details of integration in regard to top structure..............9Importance of management and organizational theories and practices:..........................10Summary and conclusion.....................................................................................................................11References:................................................................................................................................................13
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TMH0805_CONTEMPORARY MANAGEMENTIntroductionThe case “Who Goes, Who stays” reflects the issues executives face during mergers. There is merger announcement between Biohealth Labs of US and DeWaal Pharmaceuticals of Netherlands. Both companies make and sold wide range of drugs. The merger will help in reaping the benefit of economies of scale, leveraging distribution network. But the main obstacle is bringing two different cultures together quickly and efficiently as possible. The senior managers of both companies are looking from their cultural perspectives which hamper the integration of companies (Ang & Van Dyne, 2015). Also the share price of the company is dipped. Employees are confused and there is high attrition.Conflicting ValuesThe conflicting values that are at stake fairness, synergy, and shareholders’ profit maximization, goodwill, future goals, product improvement, Human capital management and decision making etc. (Bolden, 2016). Following theories explain the conflicting values at merger:Anxiety Theory: This occurs when human resources have uncertainty about job. It has negative impact on the individuals which results in high attrition rate (Cartwright & Cooper, 2014). Social Identity Theory: In this case study two cultures Dutch and US are integrating. This will lead to loss of old identities .So it is necessary that the employees are convinced that they will have advantages in the long run. There is sense of loss, grief, denial and refusal of change. There is conflict during interaction with other organization’s members (Rahim, 2017).
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