Mergers and Acquisitions
Assignment on Mergers and Acquisitions
Strategic Human Resource Planning
HRM
September 21, 2014
Mergers and Acquisitions A merger is the combination of two different companies that are formed to create a new company. A merger can be friendly and settled quickly but on a hostile takeover a merger can start to be extreme. The management starts pushing the "white pills" as they call it which is the key players to buy shares of the company to reach 50% of the company. (Belcourt, McBey, Hong, & Yap, 2013) There is also the "white knights" which are buyers that are more willing to accept the merging company. An acquisition is where a company buys another company, but no new company is created. (Belcourt, McBey, Hong, & Yap, 2013) Through this research, there will be information on what makes a merger or acquisition successful and not successful. (Belcourt, McBey, Hong, & Yap, 2013) There will be a discussion on some of the issues that a U.S.-based company needs to consider when thinking of merging with an international company. We need to take in consideration on where and how culture fits the merger and what effect a merger and acquisition have on employees. There will also be a discussion on the impact that the merger and acquisition on HR planning, selection, compensation, performance appraisal, training and development, and labor relations. (Belcourt, McBey, Hong, & Yap, 2013)
Merger or Acquisition Success or Not There are many reasons for failures in a merger or acquisition, and it is r elated to the fact that it is easy to buy but hard to perform. (Weber, Oberg, & Tarba, 2014) As in starting any new business, a merger or acquisition are no different if there is a lack of planning, there will be a failure. There could be synergies or a difference in the management, organizational, or international culture of the companies. When there are negotiation mistakes, it creates difficulties in
Strategic Human Resource Planning
HRM
September 21, 2014
Mergers and Acquisitions A merger is the combination of two different companies that are formed to create a new company. A merger can be friendly and settled quickly but on a hostile takeover a merger can start to be extreme. The management starts pushing the "white pills" as they call it which is the key players to buy shares of the company to reach 50% of the company. (Belcourt, McBey, Hong, & Yap, 2013) There is also the "white knights" which are buyers that are more willing to accept the merging company. An acquisition is where a company buys another company, but no new company is created. (Belcourt, McBey, Hong, & Yap, 2013) Through this research, there will be information on what makes a merger or acquisition successful and not successful. (Belcourt, McBey, Hong, & Yap, 2013) There will be a discussion on some of the issues that a U.S.-based company needs to consider when thinking of merging with an international company. We need to take in consideration on where and how culture fits the merger and what effect a merger and acquisition have on employees. There will also be a discussion on the impact that the merger and acquisition on HR planning, selection, compensation, performance appraisal, training and development, and labor relations. (Belcourt, McBey, Hong, & Yap, 2013)
Merger or Acquisition Success or Not There are many reasons for failures in a merger or acquisition, and it is r elated to the fact that it is easy to buy but hard to perform. (Weber, Oberg, & Tarba, 2014) As in starting any new business, a merger or acquisition are no different if there is a lack of planning, there will be a failure. There could be synergies or a difference in the management, organizational, or international culture of the companies. When there are negotiation mistakes, it creates difficulties in
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