SBS – MBA Human Resource Management Assignment II

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SBS – MBA

Human Resource Management

Assignment II

QAR 2018

UNIT TITLE

UNIT CODE

Name (in Full) ____________________________________________________________

GENERAL INSTRUCTIONS

·       All assignments are to be submitted on 18th October 2018 to examinationboard@atmsedu.org and cc to afatima@atmsedu.org.

·       Hardcopy submissions to be done on 19th October 2018

·       If assignment is not submitted on date, will follow with penalty of 10% deduction of marks for every day.

·       Similarity between students work is strictly not accepted, any student found with similar work will be graded Zero and fail for the course. However, Plagiarism is an academic offence and will not be tolerated under SBS

·       Assignment once submitted to exam board is final for marking.

PRESENTATION OF ASSIGNMENT

·       You should include a title page and list of contents.

·       Use headings and sub-headings to organize your report and include supporting material in the document file.

·       Number all pages sequentially.

·       Any published material you refer to should be properly referenced and included in a reference list at the end of your assignment (see Plagiarism notice overleaf).

Total Marks: _______ / 60

Table of Contents

Question 1 4

Question 2 6

Question 3 9

Mergers and Acquisitions

In the past, the decision criteria for mergers and acquisitions were typically based on considerations such as the strategic fit of the merged organizations, financial criteria, and operational criteria. Mergers and acquisitions were often conducted without much regard for the human resource issues that would be faced when the organizations were joined. As a result, several undesirable effects on the organizations’ human resources commonly occurred.

Nonetheless, competitive conditions favor mergers and acquisitions and they remain a frequent occurrence. Examples of mergers among some of the largest companies include the following: Honeywell and Allied Signal, British Petroleum and Amoco, Exxon and Mobil, Lockheed and Martin, Boeing and McDonnell Douglas, SBC and Pacific Telesis, America Online and Time Warner, Burlington Northern and Santa Fe, Union Pacific and Southern Pacific, Daimler-Benz and Chrysler, Ford and Volvo, and Bank of America and NationsBank.

Layoffs often accompany mergers or acquisitions, particularly if the two organizations are from the same industry. In addition to layoffs related to redundancies, top managers of acquiring firms may terminate some competent employees because they do not fit in with the new culture of the merged organization or because their loyalty to the new management may be suspect. The desire for a good fit with the cultural objectives of the new organization and loyalty are understandable. However, the depletion of the stock of human resources deserves serious consideration, just as with physical resources. Unfortunately, the way that mergers and acquisitions have been carried out has often conveyed a lack of concern for human resources. A sense of this disregard is revealed in the following observation:

Post combination integration strategies vary in tactics, some resemble to “marriage & love’ but in reality collaborative mergers are much more hostile in implementing forceful decision and financial takeovers. Yet, as a cursory scan of virtually any newspaper or popular business magazine readily reveals, the simple fact is that the latter are much more common than the former.

The cumulative effects of these developments often cause employee morale and loyalty to decline, and feelings of betrayal may develop. Nonetheless, such adverse consequences are not inevitable. A few companies, such as Cisco Systems, which has made over 50 acquisitions, are very adept in handling the human resource issues associated with these actions. An example of one of Cisco’s practices is illustrative. At Cisco Systems, no one from an acquired firm is laid off without the personal approval of Cisco’s CEO as well as the CEO of the firm that was acquired.

Questions:

Executive summary: In the past, the decision criteria for mergers and acquisitions were typically based on

Introduction: Layoffs often accompany mergers or acquisitions, particularly if the two organizations are from the same industry. In

Conclusion: The cumulative effects of these developments often cause employee morale and loyalty to decline, and feelings of betrayal may

Question 1: 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?

Answer: Cisco Systems plans to dominate its market and is well on the way, having acquired 14 companies since 1993. While many acquisitions bring with them attendant stress, Cisco has more than doubled its sales and net income in 1996. The secret: not just buying, but finding organizational synergies prior to the purchase.

Question 2: If human resources are a major source of competitive advantage and the key determinant of an organization’s ability to pursue a given strategy, why have the human resource aspects of mergers and acquisitions been ignored or handled poorly in so many instances in the past?

Answer: To kill Competitors ( Vodafone & Hutch) To increase market share (Bharati & Zain) To strengthen its functions which are related to the core functions (Capgemini & Kanbay, acquisition ) most companies forget that M&As are not just about balance sheets, cash flows or marketing synergies; they are also about people who make the synergies happen. One major fallout of M&As is often the flight of top-quality people.

Question 3: Interview someone who has been through a merger or acquisition. Find out how they felt as an employee. Determine how they and their coworkers were affected. Ask about the effects on productivity, loyalty, and morale. Find out what human resource practices were used and obtain their evaluations of what was helpful or harmful.

Answer: For Cisco management, the challenge lies in retaining control and balance amid the euphoric growth rates. Thus far, Cisco has retained the entrepreneurial spirit of a startup. But the company has mushroomed from 500 employees in 1991 to

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