please follow the attach file
Assessment item 2 back to top Case Analysis Business Report Value: 45% Due Date: 23-Sep-2018 Return Date: 11-Oct-2018 Length: 2500 words +/- 10% Submission method options: Alternative submission method Task back to top In the contemporary management environment, mergers and acquisitions are hot topics; particularly as mergers and acquisitions are among the most commonly used strategies for growth. The pitfalls of mergers are well known and well-studied in the management literature. Yet, there are some fundamental challenges that organisations keep stumbling over. One of them is integration. Preoccupation with due diligence and political factors surrounding merger negotiations too often leaves a crucial piece in the merger puzzle left till it is too late – integration of cultures and structures and people. It is well known today that poor results from mergers can so often be put down to people issues. In this major assessment you are asked to analyse the following case and answer the questions below using a business report format. Further detail on the format of the business report are provided below. Case study: Who goes, Who stays? http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=3933433&site=ehost-live Questions Using the knowledge that you have gained from the subject up to, and including, Topic 9, Managing people, answer the following questions. 1. What conflicting values are at stake in the case? Identify and explain, using relevant management theory and concepts. Contextualise your answer with reference to literature on integration problems in mergers and acquisitions, with specific reference to people issues. (up to 400 words) 2. Critique the process that is being applied to work out the details of the integration, particularly with regard to structure and top management staffing using relevant management theory and concepts. Ground your answer in evidence regarding people and culture issues in merger integration studies. (up to 700 words) 3. How would you recommend the conflicting values be resolved? (up to 500 words) 4. What process would you recommend that the two senior executives and their HR people follow to work out the details of integration in regard to the top structure? (up to 500 words) 5. Evaluate the usefulness of the management and organisational theories and practices from the subject that you have applied in analysing the case (up to 400 words) Beyond the resources provided in the topics, you will need to source and use additional literature to support your argument. At least 10 academic and professional references must be used. At least five of these sources must be from academic studies. Rationale back to top This assessment task will assess the following learning outcome/s: · be able to critically analyse and evaluate a variety of management and organisational theories and practices in the context of the contemporary business environment. · be able to research and communicate effectively and professionally in a variety of organisational settings. Marking criteria and standards back to top Criteria High distinction Distinction Credit Pass Fail Evidence-based application of management and organisational theory and practices (25) (Note: A minimum 10 references is required) The paper shows comprehensive knowledge and understanding of relevant management and organisational theories and practices. There is clear evidence of depth in critical thought, with quality supporting evidence. An extensive range of high quality information sources is used effectively. The paper shows wide knowledge and understanding of relevant management and organisational theories and practices. Sound critical thinking is evident in applying theory and practice. A wide range of quality information sources is used effectively. The paper shows knowledge and understanding of relevant management and organisational theories and practices. The argument demonstrates the ability to think critically about the application of management theory and practices. The sources used demonstrate the ability to be discriminating in the use of information. The paper makes a credible attempt at applying relevant management and organisational theories and practices. An attempt is made to apply critical thinking in the case analysis. A satisfactory range of source is used. Does not meet the minimum requirements for this criterion. Research and professional communication (10) The paper demonstrates excellent research and professional communication. All sources are referenced fully and correctly using the APA6 referencing system. The paper demonstrates a high quality of research and professional communication. All sources are referenced fully and correctly using the APA6 referencing system. The paper demonstrates sound research and professional communication. All sources are referenced using the APA6 referencing system. The paper demonstrates satisfactory research and professional communication. A credible attempt is made to reference all sources using the APA6 referencing system. Does not meet the minimum requirements for this criterion. Evaluation of management and organisational theory and practices (10) Management theory and practise is evaluated fully using clear criteria and high quality evidence. Management theory and practise is evaluated fully using clear criteria. Management theory and practise is evaluated using clear criteria. A credible attempt is made to evaluate theory and practise. Does not meet the minimum requirement for this criterion. Presentation back to top The word counts provided in the question are for guidance only. You can vary these as you see fit. Use the information on academic writing that you gained in topic 4, together with the skills you have developed while completing assessment 3. Use the following format to write your business report. Title page showing the assessment title, subject code and title, your name and student number, and the word count. Executive Summary Introduction – one overall introduction to the report Report sections (this is not a heading)- meaningful use of headings for each question Summary and Conclusion List of references. The word count will not include the executive summary, in-text citations and the list of references. Words contained in images, tables and diagrams are included in the word count. Include page numbers and a running footer that shows your name and student number and the assessment number. Requirements back to top Assignments MUST be submitted on Turnitin. Assignments not submitted on Turnitin will not be marked. Details on how to submit on Turnitin will be provided on Interact 2. It is recommended that your name, student ID and page number are included in the header or footer of every page of the assignmen Top of Form Title: Who Goes, Who Stays? Authors: Light, David A. Kidd, David1 De Monaco, Lawrence J.2 Freeland, Grant3 O'Sullivan, Patrick4 Source: Harvard Business Review. Jan2001, Vol. 79 Issue 1, p34-44. 8p. 1 Color Photograph. Document Type: Case Study Subject Terms: *Management -- Case studies *Organizational change *Redundant employees *Consolidation & merger of corporations *Downsizing of organizations *Employment practices *Corporate reorganizations *Employee selection *Organizational structure Abstract: The merger announcement between DeWaal Pharmaceuticals and BioHealth Labs was front-page news. Pictures of CEO Steve Lindell and chairman Kaspar van de Velde had appeared in newspapers around the world. Two months later, the press had moved on to a new story, and the hard labor of integration loomed. Steve had worked tirelessly to clear regulatory hurdles, and all signs pointed toward approval in the near future. Now Steve was feeling pressure to attack the real challenge of the merger: bringing together two very different cultures as quickly and efficiently as possible. DeWaal was an established drugmaker based in the Netherlands, and BioHealth, headquartered just north of New York City, had in recent years become competitive at the highest tier of the market. The first step in integrating the two companies was to select the top layers of management for the new company. At the moment, there were some 120 people on two continents for about 65 senior-level jobs. Steve's urgency was not without cause: talented people from both sides were jumping ship, and BioHealth's stock price had dipped 20% after the initial euphoria over the deal had worn off. Complicating matters was confusion over who was really in charge: Steve wanted to take leadership and move ahead rapidly, but he was often disarmed by Kaspar's charming persuasiveness. As the two men attempt to work through the important personnel issues during a lunch meeting, they quickly hit a roadblock. How can they come to agreement about who goes and who stays? Four commentators offer advice in response to this fictional case. [ABSTRACT FROM AUTHOR] Harvard Business Review Notice of Use Restrictions, May 2009Harvard Business Review and Harvard Business Publishing Newsletter content on EBSCOhost is licensed for the private individual use of authorized EBSCOhost users. It is not intended for use as assigned course material in academic institutions nor as corporate learning or training materials in businesses. Academic licensees may not use this content in electronic reserves, electronic course packs, persistent linking from syllabi or by any other means of incorporating the content into course resources. Business licensees may not host this content on learning management systems or use persistent linking or other means to incorporate the content into learning management systems. Harvard Business Publishing will be pleased to grant permission to make this content available through such means. For rates and permission, contact
[email protected].(Copyright applies to all Abstracts.) Author Affiliations: 1Partner, Egon Zehnder International, Chicago 2Senior vice president of human resources, GE Capital, Stamford, Connecticut 3Vice president, Boston Consulting Group, Boston 4CEO, Zurich Financial Services Property and Casualty Insurance and Banking Divisions, United Kingdom, Ireland, and South Africa Full Text Word Count: 5312 ISSN: 0017-8012 Accession Number: 3933433 Publisher Logo: Choose Languageالإنجليزية/العربيةанглийски език/български英语/简体中文英語/繁體中文angličtina/češtinaEngelsk/danskEngels/NederlandsAnglais/FrançaisEnglisch/DeutschΑγγλικά/ΕλληνικάEnglish/Hausaאנגלית/עבריתअंग्रेज़ी/हिंदीangol/magyarInggris/bahasa IndonesiaInglese/Italiano英語/日本語영어/한국어Engelsk/Norskانگليسی/فارسیangielski/polskiInglés/PortuguêsEnglish/PashtoEngleză/românăАнглийский/РусскийInglés/EspañolEnglish/SerbianAngleški/SlovenskiAngličtina/SlovenčinaEngelska/svenskaอังกฤษ/ไทยİngilizce/TürkАнглійська/Українськаانگریزی/اردو Who Goes, Who Stays? Contents 1. The Exodus 2. Going Nowhere Fast 3. Trouble Abroad 4. How should Steve decide who stays and who goes? 5. Four commentators offer their advice. Listen American Accent Australian Accent British Accent Section: HBR CASE STUDY The merger between two pharmaceutical companies generated headlines first-and then headaches. One reason: CEO Steve Lindell has two executives for every available slot. As the stock price drops and talented people head for the exits, he must quickly decide whom to keep and whom to let go. Pass the aspirin. The merger announcement between DeWaal Pharmaceuticals and BioHealth Labs was front-page, top-of-the-hour news. Pictures of CEO Steve Lindell and chairman Kaspar van de Velde, beaming at each other like long-lost friends at a college reunion, had appeared in newspapers around the world. DeWaal, based in the Netherlands, was an established European drugmaker, and BioHealth, head-quartered just north of New York City, had in recent years become competitive at the highest tier of the market. Both companies made and sold a wide range of drugs, from over-the counter pain relievers to AIDS medications. The new mega company, DeWaal BioHealth, would reap the benefits of scale: it would consolidate plants and staff while having more products to push through its distribution channels. Global headquarters would be in New York, but European manufacturing and sales would continue to be directed from Rotterdam. The new company's