Human Resource Management

Topics: Mergers and acquisitions, Cisco Systems, Human resource management Pages: 8 (2522 words) Published: June 22, 2013
Cisco Systems, Inc. is an American multinational corporation headquartered in San Jose, California, United States, that designs, manufactures, and sells networking equipment. The stock was added to the Dow Jones Industrial Average on June 8, 2009, and is also included in the S&P 500 Index, the Russell 1000 Index, NASDAQ 100 Index and the Russell 1000 Growth Stock Index. Cisco Systems

|
|
Type| Public|
Traded as| NASDAQ: CSCO
Dow Jones Industrial Average Component
S&P 500 Component
NASDAQ-100 Component|
Industry| Networking equipment|
Founded| San Francisco, California, U.S.
(1984)|
Founder(s)| Leonard Bosack
Sandy Lerner|
Headquarters| San Jose, California, U.S.[1]|
Area served| Worldwide|
Key people| John Chambers
(Chairman & CEO)|
Products| Networking Device
Network Management
Cisco IOS and NX-OS Software
Interface and Module
Optical networking
Storage area networks
Wireless, Telepresence, VOIP, Security|

Using acquisitions as a strategic weapon for increasing market share while enhancing customer satisfaction. Targeting companies that provide best fit for CISCO’s own strategic direction and corporate culture. Determining success based on the level of post purchase retention and the integration of newly acquired personnel and intellectual capital. Cisco looks whether there is compatibility in terms of long term goals of the organization work culture and geographical proximity. 1. Q. Investigate the approach that Cisco Systems has used in its many successful acquisitions. What are some of the human resource practices that have made its acquisitions successful? Cisco believes in an organ culture which is risk taking and adventurous. If this is lacking in the target company, then Cisco is not convinced and backs out from the acquisition. No forced acquisitions. The company insists on no layoffs and job security is guaranteed to all the employees of the acquired company. The acquisition team evaluates the working style of the management of the target company, the caliber of the employees, the technological systems and relationship style with the employees. Once the acquisition team is convinced, an integration strategy is rolled out. A top level integration team visits the target company and gives clear cut information regarding Cisco and the future roles of the employees of the acquired firm. After the acquisition, employees of the acquired firm are given 30 days of orientation training to fit into the organ environment.

Question:
 Investigate the approach that a Cisco system has used in its many success acquisitions. What are some of the human resource practices that have made acquisitions successful? Answer:
Using acquisitions as a strategic weapon for increasing market share while enhancing customer satisfaction. Targeting Companies that provide best fit for CISCO’s own strategic direction and Corporate culture .Cisco looks whether there is compatibility in terms of long term goals of the organization work culture and geographical proximity.  Cisco believes in an organizational culture which is risk taking and adventurous. If this is lacking in the target company, then Cisco is not convinced and backs out from the acquisition. No forced acquisitions

The company insists on no layoffs and job security is guaranteed to all the employees of the acquired company. The acquisition team evaluates the working style of the management of the target company, the caliber of the employees, the technological systems and relationship style with the employees. Once the acquisition team is convinced, an integration strategy is rolled out. A top level integration team visits the target company and gives clear cut information regarding Cisco and the future roles of the employees of the acquired firm. After the acquisition, employees of the acquired firm are given 30 days of orientation training to fit into the organizational environment.  Further Cisco is an...
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