華信惠悅-importanceofculturalintegrationinma(ppt40)-經(jīng)營管理-展示頁
2024-08-27 14:06本頁面
【正文】 Leadership Development, Culture Change Teams amp。 procedures ? Physical environment Reflects the “Way we do things”, . ? Degrees of collaboration ? Decisionmaking patterns ? Approaches to process improvement Components of Culture Values have little meaning unless they bring about specific behaviors ... VISIBLE Core Values Behaviour INVISIBLE attitude 15 Implementation Plan The implementation plan will enpass initiatives to create and support these behaviors. Core Values Behaviour The best way to achieve culture change is to focus on desired behaviors ... 16 Agenda M amp。 A 13 What is culture? Definition of Culture: ? The attitudes and benefits about something that are shared by a particular group of a people or in a particular anization (Longman) ? The set of important assumptions that members of a munity share in mon ( Schein) Simply put : “ Corporate Culture is the way you do things in your anization” 14 Reflects “What is tangible”, . ? Organisational structure amp。 Aligned Culture Leadership Effectiveness 12 Agenda M amp。 Rewards Employee Communication Organization Design amp。 A deals and determined most failures to be peoplerelated. ? Hewitt Associates 69% of respondents in 162 anizations involved in M amp。 Lybrand) : In 100 failed or troubled mergers, 85% of executives who were surveyed said the major problem was differences in management style and practices. ? 1996 (British Institute of Management) : reported the difficulties involved in merging two cultures to be a major factor in M amp。A Survey, November 1998 Percentage of panies citing reason for success 8% 41% 31% 37% 52% 70% Shared responsibility of costs involved Early mgt of “What will happen to me?” employee issues Cultural patibility Mutual agreement of road map by partners Expedient integration Well planned munication throughout the deal process Leadership 0 10 20 30 40 50 60 70 80 90 100 35% 9 Additional M amp。 ben prog Labor relations Managing resistance Integration of corporate cultures Retention of key managers Retention of key talent Communication 37% 40% 59% 57% 36% 63% 78% 88% 91% 90% 0 10 20 30 40 50 60 70 80 90 100 36% 7 Cultural inpatibility is the biggest problem, yet results indicate that it is the area least likely researched during due diligence. 46% 47% 54% 56% 72% 72% 82% 86% 0 10 20 30 40 50 60 70 80 Organizational culture and dynamics of change Workforce potential HR policy matters Major shareholders Management capabilities and willingness to cooperate Financial aspects of HR function Market share, distribution Hard assets 90 100 Technological and business petencies 75% Percentage of panies citing the type of information gathered during due diligence Source: Watson Wyatt Worldwide Mamp。 75% within the first three years ? “ People problems” are cited as the top integration failure factor by a sample of 45 CFOs from Fortune 500 panies
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