Verwandte Artikel zu Managing Corporate Culture after a M&A (example...
Managing Corporate Culture after a M&A (example DaimlerChrysler): How can one develop a mutual or common culture after a large merger or acquisition? - Softcover
Inhaltsangabe
Seminar paper from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 2,0, Nürtingen University (International Management, Intercultural Communication), 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 environment.
Die Inhaltsangabe kann sich auf eine andere Ausgabe dieses Titels beziehen.
Reseña del editor
Seminar paper from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 2,0, Nürtingen 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
Reseña del editor
Seminar paper from the year 2007 in the subject Economics / Business: Business Management, Corporate Governance, printed single-sided, grade: 2,0, Nürtingen 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 a
„Über diesen Titel“ kann sich auf eine andere Ausgabe dieses Titels beziehen.
Neu kaufen
Diesen Artikel anzeigen
EUR 35,49
Gratis für den Versand innerhalb von/der USA
Versandziele, Kosten & DauerSuchergebnisse für Managing Corporate Culture after a M&A (example...
Beispielbild für diese ISBN
Managing Corporate Culture after a M&A (example DaimlerChrysler): How can one develop a mutual or common culture after a large merger or acquisition?
Anbieter: California Books, Miami, FL, USA
Verkäuferbewertung 5 von 5 Sternen
Zustand: New. Bestandsnummer des Verkäufers I-9783640210206
Anzahl: Mehr als 20 verfügbar
Foto des Verkäufers
Managing Corporate Culture after a M&A (example DaimlerChrysler)
Print-on-DemandAnbieter: BuchWeltWeit Ludwig Meier e.K., Bergisch Gladbach, Deutschland
Verkäuferbewertung 5 von 5 Sternen
Taschenbuch. Zustand: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Seminar paper from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 2,0, Nürtingen University (International Management, Intercultural Communication), language: English, abstract: In terms of globalization, enterprises have to be aware of their own identity, values andthoughts and develop a grasp for interaction with foreign cultures. So it's not only some kindof 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 amerger or an acquisition with a foreign company. Researches proof, that 50-70 % of allmergers don't succeed. This essay deals with the difficulty of consolidating two differentcorporate cultures to one common culture. In order to visualize this issue, DaimlerChrysler istaken as an example. Culture is an 'everyday thing', it is present in every situation. It is a guideline for livingtogether in large groups, giving rules to act and behave. In most instances these facts are notwritten down but unexpressed rules. There are many definitions in literature. The mostwidespread 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 theuniverse, and material objects and possessions acquired by a group of people in the course ofgenerations through individual and group striving'.Already the Egyptians and Romans created their own distinct hierarchies, laws, knowledgebases 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 tosophisticated cultures in every country of the world. These cultures are non-static grownindividual reflections of society that are always adapting to their environment. 28 pp. Englisch. Bestandsnummer des Verkäufers 9783640210206
Anzahl: 2 verfügbar
Foto des Verkäufers
Managing Corporate Culture after a M&A (example DaimlerChrysler)
Verlag:
GRIN Verlag, GRIN Verlag Nov 2008, 2008
ISBN 10: 3640210204
ISBN 13: 9783640210206
Neu
Taschenbuch
Anbieter: buchversandmimpf2000, Emtmannsberg, BAYE, Deutschland
Verkäuferbewertung 5 von 5 Sternen
Taschenbuch. Zustand: Neu. Neuware -Seminar paper from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 2,0, Nürtingen University (International Management, Intercultural Communication), language: English, abstract: In terms of globalization, enterprises have to be aware of their own identity, values andthoughts and develop a grasp for interaction with foreign cultures. So it¿s not only some kindof business behavior necessary, it is also important to know something about the valuesmorals and attitudes for a better interaction. Even more important is a survey, if you plan amerger or an acquisition with a foreign company. Researches proof, that 50-70 % of allmergers don¿t succeed. This essay deals with the difficulty of consolidating two differentcorporate cultures to one common culture. In order to visualize this issue, DaimlerChrysler istaken as an example. Culture is an ¿everyday thing¿, it is present in every situation. It is a guideline for livingtogether in large groups, giving rules to act and behave. In most instances these facts are notwritten down but unexpressed rules. There are many definitions in literature. The mostwidespread definition is likely¿Culture refers to the cumulative deposit of knowledge, experience, beliefs, values, attitudesmeanings, hierarchies, religion, notions of time, roles, spatial relations, concepts of theuniverse, and material objects and possessions acquired by a group of people in the course ofgenerations through individual and group striving¿.Already the Egyptians and Romans created their own distinct hierarchies, laws, knowledgebases 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 tosophisticated cultures in every country of the world. These cultures are non-static grownindividual reflections of society that are always adapting to their environment.Books on Demand GmbH, Überseering 33, 22297 Hamburg 28 pp. Englisch. Bestandsnummer des Verkäufers 9783640210206
Anzahl: 2 verfügbar
Foto des Verkäufers
Managing Corporate Culture after a M&A (example DaimlerChrysler) : How can one develop a mutual or common culture after a large merger or acquisition?
Anbieter: AHA-BUCH GmbH, Einbeck, Deutschland
Verkäuferbewertung 5 von 5 Sternen
Taschenbuch. Zustand: Neu. Druck auf Anfrage Neuware - Printed after ordering - Seminar paper from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 2,0, Nürtingen University (International Management, Intercultural Communication), language: English, abstract: In terms of globalization, enterprises have to be aware of their own identity, values andthoughts and develop a grasp for interaction with foreign cultures. So it's not only some kindof 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 amerger or an acquisition with a foreign company. Researches proof, that 50-70 % of allmergers don't succeed. This essay deals with the difficulty of consolidating two differentcorporate cultures to one common culture. In order to visualize this issue, DaimlerChrysler istaken as an example. Culture is an 'everyday thing', it is present in every situation. It is a guideline for livingtogether in large groups, giving rules to act and behave. In most instances these facts are notwritten down but unexpressed rules. There are many definitions in literature. The mostwidespread 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 theuniverse, and material objects and possessions acquired by a group of people in the course ofgenerations through individual and group striving'.Already the Egyptians and Romans created their own distinct hierarchies, laws, knowledgebases 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 tosophisticated cultures in every country of the world. These cultures are non-static grownindividual reflections of society that are always adapting to their environment. Bestandsnummer des Verkäufers 9783640210206
Anzahl: 1 verfügbar