Mergers Don't Always Lead to Culture Clashes Paper Essay

Mergers Don't Always Lead to Culture Clashes Paper - Essay Example People thought the two cultures would clash but it was successful. Q1. What ways were the cultures of BANK of America and NMBA incompatible? In the year 2005, Bank of America acquired MBA at a cost of 35 billion dollar (More, 2006). MBNA’s employers had accustomed their employees to high salaries packages. Their headquarters were an example of luxury at its best. They had private jets and yachts, and enjoyed a company golf course. They had adopted a formal mode of dressing and it was strictly suit and tie. Bank of America on the other hand, paid its employees’ salaries that were in line with the market figures. They had a casual approach towards their mode of dressing. They also preferred simplicity of premises in terms of the architecture. The differences between the cultures of the two companies were based on the social interactions. MBNA accuses its counterparts of being bureaucratic and BOA terms the MBNA directors as being arrogant. The companies approach to the co rporate image is the bottom line of the differences. Q2. Why do you think their cultures seem to mesh and rather than clash? The two companies were quite compatible. Their different approaches were put together and each adopted the other company’s culture. They both compromised on their stands. The two corporate cultures meshed due to the fact that their differences were only prevalent on the corporate image. The differences lay on issues that could be dealt with easily. The adjustment of the two companies to the new corporate culture did not need time or negative financial complications for the company. For example, the issue of salaries was handled by adopting the market figures; thus, the MBNA staff had to suffer from pay cuts. The golf course and private jets were disposed, but one private jet was retained. The issue of dressing was handled with adopting MBNA official setting for the public relation department. BOA’s casual approach was adopted for the other depart ments. Each company policies were evaluated and the best solution was used. Q3. Do you think culture is important to the success of a merger/acquisition? According to Deal and Kennedy (2008), dealing with the corporate culture when merging two companies is very important. It is essential due to the fact that it will determine the success of the new company. The corporate culture of a company contributes to the profitability of accompany to some extent. It is therefore, important to ensure that you incorporate both cultures and blend them in a way that the profit attributed to the two companies corporate culture will be retained. The accomplishment of the acquisition will depend on the way the two companies deal with the different corporate cultures. The other reason as to why it is important to ensure the success of merging is to achieve the best value of the new company. The deal value should not be eroded with the new merger. It is crucial that the new company’s corporate c ulture is not undermined or lacks consideration. The new employees should feel comfortable in the new working environment for the best results to be achieved. The new corporate culture should be accepted by the employees freely. Q4. How much of the smooth transition if any, do you think comes from both companies glossing over real differences in an effort to make the merger work? Both companies’ ability to compromise was the factor that contributed to the smooth acquisition of the two compan

The analysis of international competitiveness of China's auto Dissertation

The analysis of international competitiveness of China's auto manufacturing industry - Dissertation Example With the boost in expansion of the industry the international auto industry has become a key sector of the economical growth for each and every country in the world. The auto manufacturing industry has shown a great development and registered a growth rate of thirty percent increase in the last few decades in-between 1995-2005. The world’s auto manufacturing industry has produced and accounted for a sixty six billion cars, trucks, vans and buses during 2005. The auto manufacturing industry has been the single vast engine of the economic growth in the world. With the deepening development of the economic globalization the auto manufacturing industry has obtained rapid and robust development in the recent years and has gradually established itself as the pillar of the nation’s economy. The auto manufacturing industry has contributed immensely towards the nation’s economy by means of production and job creation in the economy. As per the reports, a production of the sixty million vehicles paved the way for an employment of about nine million people directly in the production and the manufacturing of the automobile parts. This accounted for over the five percent of the total manufacturing employment worldwide. It was approximated that each direct auto manufacturing job sustained that least five percent of the circuitous jobs in the society resulting in more than a fifty million jobs in the in the auto manufacturing industry. The actual results also meet the approximated figures in terms of the jobs opportunity provided by the auto manufacturing industry globally. In addition the auto manufacturing industry also provided employment opportunities for the in the manufacturing of the related goods and the service industry. The vehicles produced by the auto manufacturer are essential in the functioning of the global economy and to the welfare of the world’s citizen. The global auto manufacturing industry also accounts for the chief innovator. The industry has developed through a constant research and development process of the technology which in turn facilitated for the cost effectiveness in production. This assures that the technological development in the auto manufacturing industry provides the backbone of a strong economy through the cost effective advantage. Studies showed that the greatest auto manufacturing producing countries had invested in lump sum over their technological research and development wing for a smooth operation in the auto manufacturing sector. The entire world accounted for an investment of â‚ ¬84 billion on the research and development wing in the auto manufacturing sector. Auto manufacturing also accounted for a major contributor of revenue in the government sector all around the world making a contribution of more than â‚ ¬400 billion (OICA is the Voice Speaking on Automotive Issues in World Forums, 2007). Growing environmental concerns amongst the consumers and the hike in the fuel pr ices are inspiring the auto manufacturing manufacturer to expand the portfolio of the small cars and this make a shift in the production of the automobiles for the future industry growth. This accounted for one of the competitive advantage of the automobile industry. For competing in the international auto manufacturing industry a nation needs to diversify into a new manufacturing model that will

Discuss the relationship between ICAO and national aviation Essay

Discuss the relationship between ICAO and national aviation authorities. How does this relationship contribute to safety, economy and efficiency - Essay Example This paper is dedicated to discussing the issue of safety, economy and efficiency in the aviation industry and will be biased towards analyzing the roles of ICAO and National Aviation Authorities in the industry. Weber (2007) notes that the International Civil Aviation Organization (ICAO) is a special UN agency that was formed to develop international aviation safety standards. ICAO also promotes cooperation among its member countries as they strive to achieve the organization’s goal of maintaining secure, safe and sustainable civil aviation. The ICAO identifies and monitors any safety risks to civil aviation; the organization also develops and implements relevant as well as effective responses to these risks as they emerge. The body also monitors closely compliance of its policies in different states. The body also conducts oversight audits to identify any safety deficiencies and help come up with a resolution by different states. ICAO also tries to improve global civil aviation safety by encouraging the exchange of crucial information between different states. (Air Traffic Control Association, 1987) ICAO is committed to enhancing security in civil aviation at the global level by identifying and monitoring civil aviation security threats, and developing and implementing effective responses to emerging threats (Huang, 2009). ICAO also tries to improve the security of global civil aviation by encouraging the exchange of crucial information between different states. The body is also tasked with helping the local civil aviation authorities to train all levels of personnel who are involved in the implementation of civil aviation security policies. The body uses any given technical cooperation program to address the security deficiencies in each of its member states. (Huang, 2009) ICAO does this by ensuring that there is minimal effect of aircraft noise, engine emissions on the environment and people. The organization works

Failures are success Essay Example for Free

Failures are success Essay Kidney disease and when you will go in tabular under that mentioned use additional code to specify stage of kidney disesase, from that category you should also need to code One from 4xx series code hypertensive chronic kidney disease, and secondary from 5xx series code . Same with hypertensive cardiac disease. At the same site, code the maximum degree of burn for eg. Second and third degree on arm, code only third degree, if second degree on trunk and third degree on arm, code both according to degree and if u are cding third degree 948 series code also need to be code, which describe total body surface area involved in third degree. PAIN Check guidelines for chronic pain and postoperative pain. If patient comes for pain management, to code for pain. If it is mentioned it is chronic then take chronic (338.xx series) and if it is mentineod postoperative (9xxx series ). SEPTICEMIA 038.XX is always primary whether it is due to infection or noninfection Sepsis 995.91 or severe sepsis 995.92 will go secondary . In case of severe sepsis there is multiple organ failure which need to code after that For eg. 038.xx, 995.92, and then organ failures code. DIABETS MELLITUS Read the guidelines for how to take fifth digit in that 0 if unspecified and not stated as uncontrolled Prepare one anatomy theory Prepare for 5 medical terminoly words; Hepatomegaly, hysterectomy, salpingectomy etc. If it is poisoning, three codes will go Like for eg. Cerebral anoxia resulting in barbitures overdose suicidal attempt Pdx poisiong code 900 serioes check in drugs and chemnical under poisoning Sdx cerebral anoxia icd 9 (manifestation) Tdx E code under drugs and chemical table under barbiturates suicidal attempt E code

Old Testament Connections from Grapes of Wrath :: essays research papers

John Steinbeck makes many Biblical allusions in his book The Grapes of Wrath. Many of these connections are on a small layer, perhaps applying to only one individual. Jim Casy, the Christ figure, is one example of an allusion from the New Testament. However, the whole book can be seen as a Biblical allusion to the story of the Exodus and the life of Moses. Not only does the story of the fictional Joad family relate to the Exodus, but the story of the Okies and the great migration that took place during the Dust Bowl in the 1930’s. This compelling story of the migrants can be divided into three parts: the oppression, the exodus, and the Promised Land. The chronicle of the Exodus begins with the Hebrews being enslaved to the Egyptians. Because of this, God sent ten plagues to Egypt. After the tenth plague, the pharaoh agreed to let the Hebrews become free and their journey across the desert is known as the Exodus. Thus the modern word exodus refers to any mass migration or departure of a large group of people. The excursion of the migrant workers can be described as a modern day exodus (compared to time-period of the Biblical story). Like the Hebrews, the Joad family and the rest of the migrants end up fleeing from their oppressors, which happens to be the banks. The period of time when the Okies use Route 66 as a way to move cross-country is the true exodus of the story, as it is a migration of a people. The migrants reaching California can be compared to the Hebrews finally reaching the Promised Land of Israel. Not only does the book relate to the movement of the Israelites, but also to the legendary man who lead them: Moses. Christians, Jews, and Muslims consider Moses a great prophet. One reference to Moses comes when Uncle John puts Rose of Sharon’s baby in the river. This is much like the life of Moses, when he is sent down the Nile River as a child.

Life and Works of Rizal Essay

He continued his studies at the Universidad Central de Madrid, Spain, where he earned the degree of Licientiate in Medicine. He also attended the University of Paris in France and earned second doctorate at the University of Heidelberg in Germany. Having travelled the world extensively, Rizal became conversant in at least twenty-two languages. He was a prolific poet, essayist, diarist, correspondent, and novelist whose most famous works were his two novels, Noli me Tangere and El Filibusterismo. These works fearlessly exposed the injustices committed by the Spanish civil and clerical officials in the Philippines amd spurred the militancy of armed revolutionaries and reformist against more than 300 years of Spanish rule. Rizal was proponent of institutional reforms by peaceful means rather than violence revolution. But he was associated with the growing insurgency movement and declared an enemy of the state by the Spanish authorities particularly because of the publication of his novels. He was deported to Dapitan in Zamboanga then incarcerated at Fort Santiago. When the Katipunan exploded into the full-blown revolution, the authorities were quick to incriminate him. After a mock trial, Rizal was convicted and sentence to die by firing squad at Bagubayan on December 30, 1896. Eventually, his martyred death proved to be the catalyst that precipitated the Philippine revolution and the downfall of the Spanish colonial rule.

Why Can’t Kmart Be Successful While Target and Walmart Thrive?

What drives some companies to succeed while others languish? Successful companies develop a system of a few truly unique capabilities that help them create differentiated value for their chosen customers. Retailers provide many case studies in capabilities-driven success, one of the most compelling of which is the big discounter triad of Walmart, Target and Kmart. And in this fourth-quarter retail season, we thought it would be helpful to take a closer look at what really distinguishes these competitors because they provide valuable insight into the key components of a winning corporate strategy. We believe that all successful companies — Walmart and Target included — know precisely how they provide value for customers. They make a deliberate choice about their â€Å"way to play† in the market, guided primarily by what those companies do uniquely well: their distinctive capabilities. We define capabilities not as â€Å"people capabilities,† but as the interconnected people, knowledge, systems, tools and processes that create differentiated value. They then select a set of products and services that best leverage those unique capabilities and optimally suit their chosen way to play. Most important, they avoid markets, products or services that require new or disparate capabilities, and thus threaten the company's focus. Focus for us, therefore, is not about picking just one market, but rather about choosing one coherent way of competing. The true story about Walmart's and Target's success is that they have gone to great lengths to focus internally on building capabilities and product offerings that suit their way to play. Kmart, by contrast, has failed to develop a unique or differentiated way to play, and all that goes with it. Let's take a closer look. Walmart's success doesn't just stem from impressive logistics, aggressive vendor management and its position as a low-cost retailer. What really underlies Walmart's advantage is a coherent and differentiated approach to the market. †¢ Their well-defined way to play focuses on â€Å"always low prices† for a wide range of consumer items, from food to prescriptions to electronics. †¢ They support their low-cost way to play with an integrated system of capabilities, including: real estate acquisition; no frills store design; and superior supply chain management involving among others expert point-of-sale data analytics. Their product and service mix is kept tightly aligned with their way to play and capabilities system: avoiding big-ticket items (e. g. , furniture or large appliances) where it has no cost advantage, or where new service capabilities might be required. And it innovates constantly within its chosen constraints: e. g. , tailoring product assortments to loca l trends. Target caters to a similar â€Å"money-saving† market, but offers a very different value proposition, focuses on different capabilities and has a different product portfolio. Target's way to play emphasizes design-forward apparel and home decor for image-conscious consumers. Everything from store layout to advertising to inventory conveys an eye for style. †¢ Its capabilities system supports this way to play with image advertising, â€Å"mass prestige† sourcing (with the use of private brand and exclusive offerings), pricing, and the management of urban locations. †¢ In product and service mix, Target is similar to Walmart in many ways, but Target satisfies the needs of its younger, image-conscious shoppers by stocking more furniture, clothing and exclusive designer merchandise than Walmart. Kmart, the least successful of the group, is struggling to define its way to play, describing itself as a â€Å"mass merchandising company that offers customers quality products through a portfolio of exclusive brands and labels. † Yet, that definition could describe just about any retailer. As a Walmart customer, you know you'll save money and still feel welcome. At Target, you know you'll get fashionable products at prices that feel reasonable. What, then, is Kmart's niche? Walk through a Kmart store and you'll discover designers like Jaclyn Smith in the low-budget ambience of a warehouse. They carry Kenmore appliances, which may require high-touch sales assistance that many Sears customers expect and many Kmart stores lack. In short, Kmart has not established an identifiable way to play that reflects both customers' needs and its own capabilities. Harry Cunningham, the founder of Kmart, allegedly admitted that Sam Walton (the founder of Walmart) â€Å"not only copied our concepts, he strengthened them. † The lack of a clear concept about how to reach the market, in our view, is the single most important factor in explaining why Kmart's fortunes have fallen so far, compared to its two rivals. Without a clear way to play, and capabilities to support it, a company cannot achieve the coherence it needs to truly excel at what it does, and thus outpace competitors. http://blogs. hbr. org/cs/2010/12/why_cant_kmart_be_successful_w. html Kmart (sometimes stylized as K-Mart), is an American chain of discount stores headquartered in the United States. The chain purchased Sears in 2005, forming a new corporation under the name Sears Holdings Corporation. The company was founded in 1962 and is the third largest discount store chain in the world, behind Walmart and Target, with stores in the United States, Puerto Rico, the U. S. Virgin Islands, and Guam (which houses the world's largest Kmart). [2] As of January 29, 2011, Kmart operated a total of 1,307 (6 closing by early 2011) Kmart stores across 49 states, Guam, Puerto Rico, and the U. S. Virgin Islands. This store count included 1,278 discount stores, averaging 93,000 sq ft (8,600 m2), and 29 Super Centers, averaging 169,000 sq ft (15,700 m2). [3] Kmart became known for its â€Å"Blue Light Specials. † They occurred at surprise moments when a store worker would light up a mobile police light and offer a discount in a specific department of the store. At the height of Kmart's popularity, the phrase â€Å"attention Kmart shoppers† also entered into the American pop psyche, appearing in films and other media such as Troop Beverly Hills, Six Days Seven Nights, Rain Man, Beetlejuice, and Dawn of the Dead. Kmart's world headquarters was located in Troy, Michigan, but since the purchase of Sears, has been relocated to Hoffman Estates, Illinois. Kmart also exists in Australia and New Zealand (see Kmart Australia), although it now has no relation to the American stores except in name, after U. S. equity in the Australian business was purchased in the late 1970s. https://en. wikipedia. org/wiki/Kmart As outlined in â€Å"Private Equity May Be The Only Way To Save Sears,† as restructuring and turnaround advisers and investors, we here at ACM Partners are often asked about the big retail â€Å"stories of the day† (meaning companies on the brink of distress). GAP, Tiffany & Co. and now Sears and Kmart are the most recent â€Å"big cases† we’ve received the majority of inquiries about. Here, then, is our take on what’s in store for Kmart (which hedge fund manager Eddie Lampert officially took control of in 2003, post-bankruptcy): Do we need Kmart anymore? While â€Å"during the early years, Kmart was the fastest-growing of the â€Å"big three† discounters (Kmart, Wal-Mart and Target), easily outpacing their key competition,† Kmart, like its parent-company Sears (which acquired the discount retailer in 2005), has lost significant market share through a ombination of poor market strategy and by being â€Å"squeezed out† by â€Å"sexier† (ie Target) or more affordable (ie Wal-Mart) competitors. In short, â€Å"Kmart is trapped between Wal-Mart and Target, becoming the merchandiser in the middle — and ultimately, the discounter in the muddle. † On the consumer side, it's difficult to say Kmart would be particularly missed – since the retailer provides few unique product or experiential offerings – except in geographic areas particularly dependent on the retailer. On a personal note, while I worked at a Kmart as a teenager, I don't believe I've stepped foot in one in more than decade (nor would have any particular reason to). I do, however, visit Target almost monthly. If yes, can Kmart be turned around? What does the executive team need to do? Here, then, it's a question again of â€Å"Where did Kmart go wrong? † Let's take a look at some core areas in which Kmart could generate a turnaround. Strategy, Strategy, Strategy: Kmart failed to see the writing on the retail wall before initially filing bankruptcy in 2002 (and, some would argue, continues to ignores it). All retailers, even discount ones, must have a coherent pricing-and-product strategy in order to appeal to core consumers. As the brand stands now, Kmart offers very little in terms of â€Å"must-have† items for any particular consumer segment. †¢ Management â€Å"Expansion†: By all accounts, Kmart is an exceptionally insular company, meaning very few outsid ers have been brought in to â€Å"refresh† the store's brand. Consequently, errors in judgment and purchasing have been magnified by continued mismanagement, while fights and fiefdoms have prevented the company from moving forward into the 21st century. Instead of squeezing every last penny from the dying brand, Lampert must insist on reviving both methods and management if Kmart is to reassert its relevance. †¢ Logistics: As a discount player, Kmart has lost nearly every round of the logistics game, from management of its supply-chain to in-store sku measurements. For instance, because Kmart measured potential profitability by gross margin ercentages rather than by sales-per-square, the retailer has and continues to stock higher-margined goods in place of faster-moving products, leading to a decrease in inventory turn-over. Furthermore, inefficient ordering and supply-chain management means everything's cost more and arrives later than at Kmart's competitors. Combine these factors, and you get a dying retailer on the brink of disappearing from the American landscape. Like we outlined in â€Å"Private Equity May Be Only Way To Save Sears,† â€Å"With a market cap of only $3. 5 billion, it wouldn’t be tough to get the financing for a going-private transaction † for Sears Holdings Corporate. In short, the market is not going to allow a $40B+ asset-based retailer simply disappear. Ergo, once again, private equity may end up being the only answer for what ails these dying retailers. Margaret Bogenrief is a partner with ACM Partners , a boutique crisis management and distressed investing firm serving companies and municipalities in financial distress. She can be reached at [email  protected] com.