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Presented by Sandy Rogan and JoAnn Pavone
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Acculturation describes the process of contract, conflict and
adaptation as a result of combining cultures ACCULTURATION
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WHAT CORE COMPETENCIES ARE NEEDED TO ACHIEVE ACCULTURATION ?
Respect Listening/ Understanding Compromise/Tolerance Communication
Education
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Roundtable discussions Group meetings On-on-one meetings
Intranet updates Written communication WHAT ARE THE BEST METHODS TO
USE TO COMMUNICATE CHANGE?
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Ask questions Solicit opinions Form employee committees
Transparency from management Develop an avenue for employee
feedback HOW DO YOU BEST CREATE A CULTURE WITH OPEN
COMMUNICATION?
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Fear Anger Resistance to change Confusion/ Uncertainty
Uneducated WHAT ARE THE MOST CHALLENGING PEOPLE ISSUES IN
M&AS?
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Compromise Negotiation Listening/ Understanding Flexibility/
Accommodations Education/ Teaching HOW IS CONFLICT BEST MANAGED IN
ACCULTURATION?
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(Nahavandi & Malekzadeh, 1988)
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Triggered when members of the acquired firm want to preserve
their own culture and identity and remain autonomous and
independent Does not involve loss of cultural identity to either
company Acquired companys employees try to maintain many of the
beliefs, cultural elements and systems that make them unique, and
are willing to be integrated into the acquirers structure
INTEGRATION
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One group willingly adopts the identity and culture of the
other Acquired employees relinquish their culture and practices and
adopt the culture of the acquirer Following the merger- structural,
cultural and behavioral assimilation will occur ASSIMILATION
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Attempting to preserve ones culture and practices by remaining
separate and independent from the dominant group Acquired employees
refuse to become assimilated in any way or at any level with the
acquirer and try to remain separate There is minimal cultural
exchange between two groups and each function independently
SEPARATION
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DECULTURATION Involves losing cultural and psychological
contact for the acquiring company and the acquired company Occurs
when members of the acquired company do not value their own culture
and organizational practices and systems They do not want to be
assimilated into the acquiring company; there are feelings of
alienation, confusion and loss of identity
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INTEGRATION SEPARATION ASSIMILATION DECULTURATION Degree of
Multiculturalism Degree of Relatedness of Firms
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Perception of the attractiveness of the acquirer How much do
members of the acquired firm value preservation of their own
culture? INTEGRATION SEPARATION ASSIMILATION DECULTURATION
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POINTS TO REMEMBER! Bupa Australia successfully acquired the
Medical Benefits Fund Group in 2008 Create a vibrant, new
organization- not simply merge existing companies Engage staff in
the journey of creating the new organization Provide certainty
quickly about positions and the direction and operation of the new
organization
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POINTS TO REMEMBER! 3 out of 4 M&As fail to achieve the
anticipated strategic and financial objectives The failure of
M&As can often be attributed to various HR- related factors: -
Culture and management differences - Poor motivation - Loss of
talent and uncertain long- term goals
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POINTS TO REMEMBER! Layoffs often occur as a result of a
merger. The manner in which separations are managed will be watched
closely by remaining employees. Have a professional exit strategy
in place and provide exiting employees with respect and dignity
Offering outplacement services will be noticed and appreciated