Reorganization of Companies in the Context of Mergers & Acquisitions with the Focus on Interpersonal and Professional Problems E-Book

Gerrit Kehrenberg

• Herausgeber: GRIN Verlag
• Sprache: Englisch

Veröffentlichungsjahr: 2015

Beschreibung

Master's Thesis from the year 2013 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences Dortmund, language: English, abstract: Mergers & Acquisitions (hereafter collectively referred to as M&A) seems to be an ambivalent issue. On the one hand the worldwide number of M&A deals increased tenfold from 1985 to 2012. On the other hand the failure quote of M&A deals lies between 70 and 90 % according to an article in HBR from 2011 with reference to several studies. Companies in the modern economic environment get increasingly complex and aligned to international activities. The mix of employees gets more and more diverse, people have different values, imaginations and opinions. This initial position makes it increasingly difficult for people to work together. Many conflicts appear in everyday working life. They are frequently not solved and remain subliminal for a long time. Besides that demo-graphic change continuously influences the working world of today. Those developments come up to a much higher shape in M&A deals. One of the main reasons, why M&A deals fail is negligent human resources management (hereafter collectively referred to as HRM). People in power seem to be not informed and skilled sufficiently to handle M&A situations appropriate, as a huge number of M&A deals fail. In numerous cases insufficient attention to HRM with all its problems in this special change situation is responsible for the failure. It is a major challenge for companies and their leaders to solve interpersonal and professional problems within their company that can occur in conjunction with an M&A deal. The challenge for top management and HRM is to be well prepared for all upcoming problems, whether they are interpersonal or professional. In M&A deals huge amounts of money are invested combined with dependencies as jobs, competitiveness and success of a company. Therefore the critical success factor HRM in M&A is worth to be examined closely.

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Table of Contents

List of Abbreviations

List of Figures

List of Tables

1.  Introduction

1.1. Problem Description

1.2. Objective of Work

1.3. Scope of Work

2. Theoretical Basics

2.1. Individuals in Organizations: Motivation Theory Approaches

2.2. Groups in Organizations: Group Behavior

2.3. Leaders in Organizations: Leadership Theory Approaches

2.4. Organizational Behavior

3. Current Challenges in Global Economics

3.1. Mergers & Acquisitions

3.2. Interpersonal and Professional Challenges

3.3. Demographic Changes

4. Approaches tsolve Interpersonal and Professional Problems

4.1. Change and Resistance

4.2. Communication

4.3. Conflict Management

4.4. Leadership Qualities & Soft Skills

4.5. Motivation

4.6. Team Building and Team Development

4.7. Corporate Culture

4.8. Personnel Selection

4.9. Talent Management

4.10. Diversity Management

4.11. Work Life Balance

5. Intercultural Particularities

6. Results

7. Conclusion and Outlook

Annex 1: Mission and Vision of Coca-Cola

Annex 2: Belbin’s Team Roles

Bibliography

List of Abbreviations

List of Figures

Figure 1: Leadership grid by Blake/McCanse

Figure 2: Announced Mergers & Acquisitions: Worldwide 1985-2013

Figure 3: Global M&A deals in 2012 by region

Figure 4: Ideal typical process of an M&A deal

Figure 5: The house of change in a change process

Figure 6: Iceberg model of communication

Figure 7: Developing a company by successful conflict management

Figure 8: Emotional phases of employees during a change process

Figure 9: McKinsey’s 7 S-Framework

Figure 10: Steps for a successful cultural integration

Figure 11: Cultural strategies for post-merger outcomes

Figure 12: The significance of corporate culture in M&A situations

Figure 13: Guidelines for the HRM of Heidelberger Druckmaschinen AG

Figure 14: Areas of conflict related twork life balance

Figure 15: Strategy of managing cultural integration

Figure 16: HRM influencing factors of the success of an M&A deal

Figure 17: Critical success factors of corporate culture in an M&A deal

Figure 18: Processtbuild or assimilate culture after an M&A deal

Figure 19: Critical success factors of leadership in an M&A deal

Figure 20: Critical success factors of competence management in an M&A deal

Figure 21: Critical success factors of communication in an M&A deal

Figure 22: Critical success factors of intercultural particularities in an M&A deal

Figure 23: Employee abilities preparing for change

Figure 24: Elements of systemic change management

List of Tables

Table 1: Basic contents of Maslow’s motivation theory

Table 2: Overview of approaches tmodels and theories about thebehaviorin groups

Table 3: Drivers of the influencing factors of group work

Table 4: Organizational behavior theories part one – Lewin, Jost, McGregor, Schein

Table 5: Organizational behavior theories part tw– Schein, Kotter, Rousseau, Taylor

Table 6: Organizational behavior theories part three – Mayo, Roethlisberger, Dickson, Maslow, McGregor

Table 7: The largest M&A transactions worldwide, Status on 17.06.2013

Table 8: Ways of communication with their advantages and disadvantages

Table 9: Definitions and hallmarks of emotional intelligence components

Table 10: Tuckman’s four stages model of group development

Table 11: The 12 dimensions of OCI with regard tcontents

Table 12: Compendium for a group discussion about corporate culture

Table 13: Characteristics and success chances of cultural strategies for an M&A deal

Table 14: Segments of the OVP model

Table 15: Power Distance and Uncertainty Avoidance Index for selected countries

Table 16: Cultural dimension individualism vs. collectivism