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Essay / Research Paper Abstract
A 2 page summary of a 12-slide PowerPoint® presentation addressing the role of organizational culture in merger situations. The paper and presentation address Daimler-Chrysler and IBM-Lenovo. Bibliography lists 6 sources.
Page Count:
2 pages (~225 words per page)
File: CC6_KSmgmtCultMerg.rtf
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Unformatted sample text from the term paper:
an example of what not to do; the current acquisition of IBMs PC division by Chinas Lenovo presents the same types of challenges. All involved know what to do
with the business; managing blending of two disparate cultures presents myriad challenges. Pros and Cons Edgar Schein (1999) holds that corporate culture can
be reduced to and defined by three categories of items: artifacts, espoused values and basic underlying assumptions. Artifacts are visible organizational structures. Espoused values are the organizations
stated strategies, goals and philosophies. Basic underlying assumptions include the organizations "unconscious beliefs, perceptions, thoughts and feelings" (Leading Teams into the Future, 2003).
Changing culture cannot be done by edict, but establishing the atmosphere in which a strong, positive culture can take root and grow lies directly in the realm of
management. Management has the ability to alter Scheins (1999) artifacts and espoused values portions of the model of corporate culture, which in time will lead to change in the
third section of the model. Conclusion The best case scenario, the one capable of producing the win-win situation and therefore more positive results
for the organizations bottom line, is that in which corporate culture embraces accountability but also encourages thoughtful risk-taking among those workers generally without the opportunity to make such a decision.
Deming (1986) was adamant that fear serves no positive purpose and worked to inhibit the formation of a corporate culture that gained the most from its employees.
References After the Takeover: Observations on Daimler-Benz AGs Purchase of Chrysler. (1999).
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