Managing Corporate Culture After a M&A (example DaimlerChrysler)

Managing Corporate Culture After a M&A (example DaimlerChrysler)
Title Managing Corporate Culture After a M&A (example DaimlerChrysler) PDF eBook
Author Marcel Franck
Publisher GRIN Verlag
Pages 58
Release 2008-11
Genre Business & Economics
ISBN 3640210204

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Seminar paper from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 2,0, N rtingen University (International Management, Intercultural Communication), 10 entries in the bibliography, language: English, abstract: In terms of globalization, enterprises have to be aware of their own identity, values and thoughts and develop a grasp for interaction with foreign cultures. So it's not only some kind of business behavior necessary, it is also important to know something about the values, morals and attitudes for a better interaction. Even more important is a survey, if you plan a merger or an acquisition with a foreign company. Researches proof, that 50-70 % of all mergers don't succeed. This essay deals with the difficulty of consolidating two different corporate cultures to one common culture. In order to visualize this issue, DaimlerChrysler is taken as an example. Culture is an "everyday thing", it is present in every situation. It is a guideline for living together in large groups, giving rules to act and behave. In most instances these facts are not written down but unexpressed rules. There are many definitions in literature. The most widespread definition is likely "Culture refers to the cumulative deposit of knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, religion, notions of time, roles, spatial relations, concepts of the universe, and material objects and possessions acquired by a group of people in the course of generations through individual and group striving". Already the Egyptians and Romans created their own distinct hierarchies, laws, knowledge bases and values and tried to preserve it over several hundred years. Culture is needed to organize and administrate a group of people or whole population. Nowadays this lead to sophisticated cultures in every country of the world. These cultures are non-static grown individual reflections of society that are always adapting to their enviro

Managing Change Across Corporate Cultures

Managing Change Across Corporate Cultures
Title Managing Change Across Corporate Cultures PDF eBook
Author Alfons Trompenaars
Publisher Capstone
Pages 326
Release 2004
Genre Business & Economics
ISBN

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Managing Change Across Corporate Cultures peels away the mysteries of corporate culture to reveal why it has such a powerful influence on every aspect of the performance of a business. It shows how to shape high-performing corporate cultures in a complex international environment. As the natural successor to Fons Trompenaars and Charles Hampden-Turner?s landmark bestseller, Riding the Waves of Culture, Managing Change Across Corporate Cultures shows exactly how to create an environment where astonishing business breakthroughs are possible. You will also learn how to renew cultures as part of change and how to integrate cultures successfully following mergers, acquisitions and joint ventures. New research shows that in cross-border business, differences in corporate culture have more far-reaching repercussions than even differences in national cultures. Never before has there been such enormous interest in shaping and changing the cultures of our businesses, whether to revitalise them after restructuring or to provide the glue that holds them together through the sea changes of globalization.

Cross-Cultural Management. The case of the DaimlerChrysler Merger

Cross-Cultural Management. The case of the DaimlerChrysler Merger
Title Cross-Cultural Management. The case of the DaimlerChrysler Merger PDF eBook
Author Ralph Johann
Publisher GRIN Verlag
Pages 29
Release 2008-09-08
Genre Business & Economics
ISBN 3640158717

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Seminar paper from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, California State University, Fullerton, course: International Management, language: English, abstract: On 6 May 1998, Daimler-Benz of Germany signed a merger agreement with Chrysler Corporation of the United States. The merger marked the beginning of the ambitious goal of merging two styles of auto-making, two approaches to business and the proud, but distinct cultures of two nations. The opportunities for significant synergies afforded by a combination based on factors such as shared technologies, distribution, purchasing and know-how. Daimler’s engineering skill and technological advances could be complemented by Chrysler’s skills for innovation, speed in product development and bold marketing style. Juergen Schrempp, CEO of DaimlerChrysler, said, that the new company will reach an eminent strategic position in the global marketplace by combining and utilizing each other’s strengths. It seems that Germans and Americans in the enterprise have not become closer since the merger. This paper explores the reasons for DaimlerChrysler's failure to realize the synergies identified prior to the merger. It examines the different culture and management styles of the companies that were primarily responsible for this failure. The focus will be on the cultural issues and on the different theories that try to explain cultural differences between nations – the US and Germany - and how values in the workplace are influenced by those cultures. First of all it describes the overall circumstances that led to the merger. Both companies and their conditions prior to the merger are introduced as well as the general objectives that led to the merger and the goals of it are highlighted. After that, some of the theories that try to explain cultural differences such as the Cultural Dimensions of Hofstede are introduced with a special focus on the differences between the two cultures in play, the German and the US. It will proceed with an analysis of the different corporate cultures and the accompanying communication difficulties and mistakes that have been done in this context. The paper will conclude with recent developments, the current situation of DaimlerChrysler and some recommendations to work on the existing cultural issues and other problems within the merged company.

The Fourth Factor

The Fourth Factor
Title The Fourth Factor PDF eBook
Author Linda Ford
Publisher Dog Ear Publishing
Pages 177
Release 2007-09
Genre Corporate culture
ISBN 1598584707

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Manage the 800 pound Gorilla- your corporate culture-or it will manage you Editorial Reviews "Culture matters. What Ford calls the fourth factor is at least as important as products, customers, and cash in getting results and generating shareholder value. Any executive who wants to successfully manage culture should heed the practical advice Ford provides." -Jonathan Schwartz, CEO, Sun Microsystems, Inc. "Ford's wonderful new book on the Gorilla of corporate culture is brilliantly practical, carefully thought out, and clearly written. To mix metaphors, the blind men (and women) can finally begin to see the sides of the elephant when it comes to culture." -Michele Bolton, Author of The Third Shift "Ford has done a great job of creating a book that allows leaders at all levels of the organization to lead more effectively by understanding and managing culture. A must read for executives " -Brian Scudamore, Founder and CEO, 1-800-GOT-JUNK? Book Description Corporate culture is the 800 pound Gorilla in your organization-it does whatever it wants to. You can't ignore it. If you focus only on managing products, customers, and cash, leaving the fourth factor- culture-to take care of itself, your culture may undermine your success in the first three. Managing the fourth factor is crucial to any leader's success and this book will show you how to do that. Failure to manage corporate culture can result in - Inability to change strategic directions more quickly than your competition - A failed merger or joint venture - The isolation of functional silos in the organization. Most executives hate dealing with culture because they don't know how to manage or measure it, let alone change it. So they focus on managing products, customers, and cash, leaving the fourth factor-culture-to take care of itself. All too often, the neglected fourth factor undermines success in the first three. A successful culture provides a competitive advantage that is virtually impossible to duplicate. This will be increasingly important as the global talent shortage becomes more severe. Statisticians estimate that in 2008, approximately 12 million experienced workers will leave the workforce and only 3.5 million new workers will enter the workforce. Your organization needs to be able to attract and retain talent in that market. Managing culture is vital to your ability to do that. Understanding how culture maintains and reproduces itself is the key to managing culture. Dr. Ford provides plenty of real-world examples and specific behaviors to make culture real and visible. And she deals specifically with the pragmatics of managing culture change. In this engaging, practical look at organizations, you'll learn how to take charge of your destiny by managing the fourth factor. Dr. Ford takes culture from a soft, nebulous concept that can't be managed to a strategic asset that must be managed. More Editorial Reviews "Ford has finally provided an answer to every CEOs question: "We've tried everything and the problem persists. What's wrong?" Read The Fourth Factor, and you'll pick up that missing organizational link." -George W. Kessinger, CEO, Goodwill Industries International "This is an important work on a significant subject for serious leaders who want to grow extraordinary organizations. Dr. Ford elaborates with clarity and wisdom about the power of culture in any environment." -Nido R. Qubein, Chairman, Great Harvest Bread Company, President, High Point University About the Author Maverick, entrepreneur, catalyst, leader, sage advisor, change agent. Dr. Linda Ford is all of these. Linda is committed to helping senior executives manage the fourth factor-culture. She consults and speaks on improving business performance. After twenty five years in Silicon Valley, Linda is back home in Texas. She lives in Austin with her cat, Lizzie.

Correlation between Corporate Culture and Corporate Strategy

Correlation between Corporate Culture and Corporate Strategy
Title Correlation between Corporate Culture and Corporate Strategy PDF eBook
Author Henning Wenzel
Publisher GRIN Verlag
Pages 48
Release 2016-02-22
Genre Business & Economics
ISBN 3668157510

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Seminar paper from the year 2013 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences, Cologne, course: Strategic Corporate Management, language: English, abstract: The character of a company ́s culture or work climate is gaining in importance. Culture is a product of the core values and business principles that executives espouse, the standards of what is ethically acceptable and what is not, the work practices and behaviours that define “how we do things around here”, its approach to people management and style of operating, the “chemistry” and the “personality” that permeates its work environment, and the stories that get told over and over to illustrate and reinforce the company ́s values, business principles, and traditions. A company ́s culture is important because it influences the organization ́s actions and approaches to conduct the business – in a very real sense, the culture is the company ́s “operating system” or organizational DNA. All in all, culture as a concept is difficult to define and differs from company to company. The crafting of a strategy represents a managerial commitment to pursue a particular set of actions in growing the business, attracting and pleasing customers, competing successfully, conducting operations, and improving the company ́s financial and market performance. Even companies with same strategic and business concepts and comparable success differ in their approaches regarding the corporate culture. What becomes clear is that there is a correlation between culture and strategy. Hence the consistency between strategy and culture is a long-term competitive advantage and a key to corporate success. To counteract preventive a possible misfit between the corporate culture and the strategy, consideration of corporate culture as part of the concept to strategy implementation is essential.

Managing Corporate Culture

Managing Corporate Culture
Title Managing Corporate Culture PDF eBook
Author Stanley M. Davis
Publisher HarperCollins Publishers
Pages 148
Release 1984
Genre Business & Economics
ISBN 9780887300592

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Management Development Through Cultural Diversity

Management Development Through Cultural Diversity
Title Management Development Through Cultural Diversity PDF eBook
Author Ronnie Lessem
Publisher Routledge
Pages 440
Release 2005-08-03
Genre Business & Economics
ISBN 1134683022

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This stimulating, clearly written and well-structured text is a comprehensive introduction to the principles of management and organisational behaviour, as well as a corrective to the eurocentric bias of most management texts. It develops a trans-cultural perspective which draws on insights from across the world to examine different management styles, cultures and stages of business development. Contents include: * Orientation * Primal Management - Western including America * Rational Management - Northern including Scandinavia * Developmental Management - Eastern including Japan * Metaphysical Management - Southern including South Africa * Developing yourself as a manager Each section examines core management theory and literature, cultural orientation and related prominent theories. The numerous case studies use appropriate examples from a wide range of international organisations. The uniquely wide-ranging perspective make this a valuable text for all those interested in general management, international business, organisational behaviour and corporate strategy.