Read e-book online Acquisition: Strategy and Implementation PDF

By Nancy Hubbard

ISBN-10: 1349148709

ISBN-13: 9781349148707

ISBN-10: 1349148725

ISBN-13: 9781349148721

ISBN-10: 2262392552

ISBN-13: 9782262392550

ISBN-10: 5432108070

ISBN-13: 9785432108074

"An self sufficient advisor, Hubbard (business management, Oxford U.) explains why 1/2 all makes an attempt to procure a enterprise, or merge companies, fail. Then she explores the psychology concerned, describes a procedure for buying, and provides 5 case experiences within which the names and different info of either the corporations and other people were replaced. The part on psychology rather discusses the response of staff whose technique of livelihood have simply been obtained and sold."—Book information, Inc.

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Sample text

Finally, there is always an assumption on the part of acquirers that the systems and procedures being adopted are those of the acquirer and that those systems are fully understood by those being acquired. There is usually little need feit to explain the underlying procedures or cuIture within the acquirer or the new entity, but rather it is assumed that target employees will automatically and quickly pick up the ways of doing business. As a result, it is common for acquiring employees to judge newly acquired employees without the latter fully understanding the company and with the former not understanding the ramifications of their actions.

Individuals will also want information as to whether or not their groups will remain intact or change, especially in cases of full acquisition integration. Employees will also have concems about the wider issues of where they 'fit' in the new organization (Box 3). Employees are often concemed over any differences in the organizations vis-a-vis changes in procedures, careers or status which may affect them due to the acquisition; this can potentially affect both target and acquiring employees. Role ambiguity can become an issue, as can role conflict in some cases.

Middle managers are most susceptible to role changes as usually they have had little influence in their job definition and yet have most to lose in terms of career path and job assignments. Many acquisitions occur for synergy, asset potential and economies of scale, all of which generally require the role of some employees changing. In many cases, affected employees are having to work in new groups and 30 Acquisition with different tasks and potentially with fewer colleagues. In those cases where cost savings are the acquirer 's primary objective, managers may be forced to take on the roles of redundant colleagues which also changes their existing roles.

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Acquisition: Strategy and Implementation by Nancy Hubbard

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