...My Firm Acquisition Juwelene Jones Cecil Pharr International Business Environment – ITB 305 May 29, 2011 1. As a CEO, you are trying to acquire a foreign firm. The size of your firm will double, and it will become the largest in your industry. What does your firm do and what does the foreign firm you are trying to acquire do? Where are the firms based? My firm is an architecture firm. An architecture firm is a company which specializes in providing architectural services to clients. Such firms typically hire architects along with support staff who help the architects do their jobs, and they may be part of a larger company which handles many aspects of the design and construction process, from contracting to interior decorating. Small firms may include one or two architects working together, while big companies can hire hundreds or thousands of people, sometimes spread out across multiple offices. Architects are critical members of the building team, because they are responsible for developing the fundamental design, look, and feel of a structure. In many regions, architectural drawings must be filed with permit applications, making the architect's services very necessary for people who want to do work legally. Architects can also be consulted over the course of a job as conditions change and adjustments need to be made to the original design. The foreign firm I am trying to acquire is Acer: Taiwan, computer hardware which was founded...
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...My Firm Acquisition Juwelene Jones Cecil Pharr International Business Environment – ITB 305 May 29, 2011 1. As a CEO, you are trying to acquire a foreign firm. The size of your firm will double, and it will become the largest in your industry. What does your firm do and what does the foreign firm you are trying to acquire do? Where are the firms based? My firm is an architecture firm. An architecture firm is a company which specializes in providing architectural services to clients. Such firms typically hire architects along with support staff who help the architects do their jobs, and they may be part of a larger company which handles many aspects of the design and construction process, from contracting to interior decorating. Small firms may include one or two architects working together, while big companies can hire hundreds or thousands of people, sometimes spread out across multiple offices. Architects are critical members of the building team, because they are responsible for developing the fundamental design, look, and feel of a structure. In many regions, architectural drawings must be filed with permit applications, making the architect's services very necessary for people who want to do work legally. Architects can also be consulted over the course of a job as conditions change and adjustments need to be made to the original design. The foreign firm I am trying to acquire is Acer: Taiwan, computer hardware which was founded in 1976...
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...Managing Talent Can Yahoo Still Attract Tech Workers? Human Resource Management October 20th, 2014 Can Yahoo Still Attract Tech Workers? Part 1: Overview of the case In this case, Yahoo’s employees tend to find another job in other technology companies. Thus, lacking employees is the severe challenge to Yahoo now. Yahoo has 14,000 employees are well paid, but its employees do not have their passion when they work for Yahoo, even a vice president and chief trust officer also left the company to work for another company. In order to solve this problem, recruiting is an important plan to keep Yahoo running. Yahoo must focus on the process of human resources planning. This planning also requires the following steps: forecasting, goal setting and strategic planning; and program implementing and evaluating the human resource plan. Forecasting is a first step of the process. It helps the company to determine the supply of and demand for various types of human resources. Based on that, we can predict areas within the company where there will be labor shortages or surpluses. Goal setting and strategic planning purpose to focus on the problem and provide a basis for measuring a company’s success in addressing labor shortages and surpluses. This step shows us the job category and skill area of employees. The final step is implementing and evaluating the plan. The plan will not succeed if a firm doesn’t implement it, and then a firm will evaluate what if the plan is success or failure...
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...motivated must be a priority for the senior management. I am reminded of a quote by John Maxwell, “Leaders must be close enough to relate to others, but far enough ahead to motivate them.” For Sambian Partners (SP), an established architecture and engineering firm started its journey around the late 1970s. The company was successful, but over the years they started to lose its top talent to its competition. The goal of this proposal is to provide insight into the primary cause behind the high turnover rate at SP and to offer recommendations based on available research. Increasing Employee Retention via Employee Motivation Introduction: ------------------------------------------------- Started in 1975, by Mr. Gasbarian, now run by his daughter Helen. ------------------------------------------------- Sambian Partners (SP) was a top notch architecture and engineering firm. In 1975, Peter Gasbarian founded Sambian, an architecture and engineering firm. To compete with its top competitor J&N, Mr. Gasbarian hired young talent by luring them in with a more alluring offer. After Mr. Gasbarian’s death, his daughter Helen Gasbarian, also an award winning architecture took over the firm. Under her leadership the firm flourished, became one of the few to have designed a dozen LEED certified buildings (Lawler, 2008) allowing them to open up offices in New York, San Francisco, and London. But after losing one of its top employees, morale...
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...accelerators are critical pistons in the engine of job creation; there are a few who would argue with that. However, research from the Kauffman Foundation puts into perspective just how important they are. It suggests that, between 1980 and 2005, all net job growth emanated from companies fewer than five-years-old. When it comes to how to best reverse an economic downturn, about the only thing you might find politicians agreeing on is the importance of supporting small businesses. For accelerators, it doesn’t matter whether or not all of their startups raise big rounds of venture capital, it matters how well their graduates can build a network of support for their peers and for future companies. The deeper and more robust it becomes, the more success startups find and the more jobs they collectively create. One of the more interesting results was that the funding they received was the least important aspect of the program. What mattered more was the community they were accepted...
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...literature indicates that along with many other motives cost factor cause major influence in outsourcing decisions. There is an ultimate outcry over the jobs going overseas from industrialized nations such as United States, the UK and the western World. However, the net economic gains for these countries are growing, and outsourcing to an offshore destination will be on the rise for the foreseeable future. The emergence of new players would challenge India’s position in IT services and multinationals would make best of the new low cost destinations. Key Words: Outsourcing, Offshore, Cost Reduction, Multinational Corporations. 1. Introduction Outsourcing has been in business literature for many years and it has been observed that firms are...
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...sales Difficult acquisition of new sites Growing threat from discounters Possible price war YIP‘s Globalisation Drivers Governmental Drivers: - Asia: Rapid liberalization of previous restrictions on retail FDI - Ireland Lower taxes - East Europe Collapse of Communism Liberalization policies Government incentives Factors for the success of TESCO in Thailand Mode of market entry Economic crisis (97-98) Collaboration with leading conglomerates ( CP GROUP) Wide range of products availability under one roof (pharmaceuticals, cosmetics, electronics etc.) Reasons for the success of TESCO in South Korea Economic crisis ( 97-98) Support of local companies Developed virtual shopping shelves on the walls of railway stations to capture busy commuters Select locations according to the preference of the consumers Failure of TESCO in Taiwan Unable to get support from the local firms When TESCO entered its major competitor CARREFOUR was already very active in the market Not able to adapt the ultimate consumer buying behaviour culture Highly complex Chinese land ownership to be a difficult arena for TESCO’s success Fresh and Easy In the light of the Asian cases TESCO entered the United States in 2007 : New convenience format Research project focused on retail innovation...
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...inaccuracies with the payroll system. Nearly three quarters of New Zealand schools have been adversely affected. The New Zealand Principal’s Federation president Paul Drummond stated “We are trying to do the impossible in an environment that is intolerable with a system that is dysfunctional . . . it is simply unprofessional and unacceptable” ( ). Eight months after the implementation of Novopay an investigation was undertaken by the New Zealand government to address fixing over 8,000 glitches in the system. Causes of the failure of this system have been numerous throughout the design, implementation and oversight stages of the project. The breakdowns within many layers of the working relationships for example between the Ministry and Talent 2 and the Ministry and the schools that were critical for the success of this project are outlined in the Ministerial Inquiry undertaken in 2013. I will discuss three of these causes of failure in more detail linking them to the Systems Development Life Cycle ( Diagram, p.612 ). Poor Initial Consultation According to the “Systems Analysis” phase of the Systems Development Life Cycle many errors were made in determining the scope of the project. “There was little direct customer (boards of trustees) or user...
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...ambiguity, and who wonts to walk the breathtaking highlands of success. But caution, do not plan to walk the Iotter until you hove experienced the former" An entrepreneur Results Expected Upon completion of this chapter you will have: l. Developed a definition of entrepreneurship and the entrepreneurial process that spans lifestyle to high potential ventures. 2. Examined the practical issues you will address and explore throughout the book. 3. Learned how entrepreneurs and their financial backers get the odds for success in their favor, defYing the pattern of disappointment and failure experienced by many. 4. Examined the Timmons Model of the entrepreneurial process, how it can be applied to your entrepreneurial career aspirations and ideas for businesses, and how recent research confirms its validity. Demystifying Entrepreneurship Entrepreneurship is a way of thinking, reasoning, and acting that is opportunity obsessed, holistic in approach, and leadership balanced. 1 Entrepreneurship results in the creation, enhancement, realization, and renewal of value, not just for owners, but for all participants and stakeholders. At the heart of the process is the creation and/or recognition of opportunities, 2 followed by the will and initiative to seize these opportunities. It requires a willingness to take risksboth personal and financial-out in a very calculated fashion in order to constantly shift the odds of success, balancing the risk with the potential reward. Typically, entrepreneurs...
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...and the last mover theory. It will show examples of real firms that have been either successful or a failure as they have employed one of the theories at their company. In my conclusion I will give my recommendation on which theory I think should be used and I will support that with not only details but also an example of a company that I feel validates my claim. The first mover theory can be summed up as “being the first in a new market allowing for an advantage over ones potential rivals” (First-Mover Advantage,” 2013). Doing this will allow for both advantages and also disadvantages to the business that adopts this mind set and then proceeds on that course of action. First Mover Advantages: * Ability to capture market share majority – This is important because “the market’s perception of the product or service is driven by your market share and that determines you prerequisite for growth” (“Why is Large Market Share,” 2008). * Ability to become the low cost leader – Doing this means the firm can minimize your cost to pass the savings on to the customers. This builds customer loyalty to you brand or service. * Create and protect intellectual property – The creation and protection of intellectual property allows the firm to be set apart from your competition. This makes your brand unique from anyone else in the market. * Ability to set the standard of rules for the market – This will allow the firm the ability to set how the game is played so to speak. ...
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...TABLE OF CONTENTS: 1.0 Introduction and Background Of The Study 4 1.1 Statement Of The Problem 6 1.2 Main Objectives 7 1.2.1Specific Objectives: 7 1.3 Research Questions 7 1.4 Significance Of The Study: 7 1.5 Limitation Of The Study: 7 2.0 Literature Review Of Succession Planning 8 2.1 Theoretical reveiw 8 2.1.1 Key Steps Towards Effective Succession Planning 9 2.1.2 Measures For Effective Succession Planning 13 2.1.2.1 Part A Measures: Group 1 -- Basic Plan Usage Factors. 13 2.1.2.2 Part A Measures: Group 2 -- Assessing Whether Your Plan Contains Key Design Features 14 2.1.2.3 Part B Measures: Group 3 -- Operational Indications Of Plan Success. 15 2.1.2.4 Part B Measures: Group 4 -- Measures Of Direct Business Impacts 16 2.1.2.5 Part B Measures: Group 5 -- Indications Of Plan Failure 17 2.2 Empirical Studies Of Succession Planning 18 3.0 Research Methodology 20 3.1 Introduction: 20 3.2 Research Design: 20 3.3 Area Of The Study: 20 3.4 Unit Of Enquiry: 20 3.5 Sample Size And Sampling Procedure: 21 3.5.1 Sample Size. 21 3.5.2 Sampling Technique 21 3.6 Data Collection Methods: 22 3.6.1 Questionnaires: 22 3.6.2 Interview: 22 3.6.3 Participant Observation: 22 3.6.4 Documentation: 22 3.7 Work Plan and Research Budget...............................................................................22 3.7.1 Research Activities & Work Plan.....................................................................22 3.7.2 Budget………………………………………………………………………...
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...CURRENT ISSUES SERIES Mergers & Acquisitions: Organizational Culture & HR Issues Deborah A. Pikula IRC Press Industrial Relations Centre Queen’s University Kingston, ON K7L 3N6 Tel: (613) 533-6709 Fax: (613) 533-6812 E-mail: ircpress@post.queensu.ca Visit our Website at: http://qsilver.queensu.ca/irl/qsirc/ Queen’s University ISBN: 0-88886-516-3 © 1999, Industrial Relations Centre Printed and bound in Canada Industrial Relations Centre Queen’s University Kingston, Ontario Canada K7L 3N6 Publications’ Orders: 613 533-6709 Canadian Cataloguing in Publication Data Pikula, Deborah A. Mergers & acquisitions : organizational culture & HR issues (Current issues series) Includes bibliographical references. ISBN 0-88886-516-3 1. Personnel management. 2. Corporate culture. 3. Organizational change. 4. Consolidation and merger of corporations. I. Title. II. Series: Current issues series (Kingston, Ont.). HF5549.P469 1999 658.3 C99-932294-X Executive Summary Mergers and acquisitions are increasing in North America as organizations try to expand their operations and increase their competitive advantage. But despite optimistic expectations, mergers and acquisitions frequently fail, in part because managers neglect human resource issues, which are rarely considered until serious problems arise. This study highlights the importance of proactive management of human resource issues, concurrently with financial issues, and offers detailed practical advice to help ensure...
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...Risk Management Student Name: Martin Norberg Student Number: 11284960 Course: Management Consulting principals Course code: BMGT43560 Lecturer: Kathleen O’Reilly Date: 17/11/2011 Table of Contents INTRODUCTION RISK MANAGEMENT BUSINESS ACTIVITIES RELATED TO RISK MANAGEMENT HOW TO BUILD RISK INTO AN ORGANISATION’S BUSINESS MODEL DELAYING PRODUCTION COMMITMENTS TRANSFERRING RISK TO OTHER PARTIES IMPROVE THE INFORMATION MANAGEMENT RISK MISMANAGEMENT TRENDS IN RISK MANAGEMENT THE FUTURE OF RISK MANAGEMENT CONCLUSION LIST OF REFERENCES BOOKS E-‐JOURNALS WORLD WIDE WEB 2 2 3 4 4 5 5 6 6 9 9 10 10 10 10 1 Introduction In this report one will analyse the consultancy area Risk management. One will describe the essence of Risk management, the trends, the future and enhance theories with “best practice-‐” but also “worst practice-‐“ examples from different industries...
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...CURRENT ISSUES SERIES Mergers & Acquisitions: Organizational Culture & HR Issues Deborah A. Pikula IRC Press Industrial Relations Centre Queen’s University Kingston, ON K7L 3N6 Tel: (613) 533-6709 Fax: (613) 533-6812 E-mail: ircpress@post.queensu.ca Visit our Website at: http://qsilver.queensu.ca/irl/qsirc/ Queen’s University ISBN: 0-88886-516-3 © 1999, Industrial Relations Centre Printed and bound in Canada Industrial Relations Centre Queen’s University Kingston, Ontario Canada K7L 3N6 Publications’ Orders: 613 533-6709 Canadian Cataloguing in Publication Data Pikula, Deborah A. Mergers & acquisitions : organizational culture & HR issues (Current issues series) Includes bibliographical references. ISBN 0-88886-516-3 1. Personnel management. 2. Corporate culture. 3. Organizational change. 4. Consolidation and merger of corporations. I. Title. II. Series: Current issues series (Kingston, Ont.). HF5549.P469 1999 658.3 C99-932294-X Executive Summary Mergers and acquisitions are increasing in North America as organizations try to expand their operations and increase their competitive advantage. But despite optimistic expectations, mergers and acquisitions frequently fail, in part because managers neglect human resource issues, which are rarely considered until serious problems arise. This study highlights the importance of proactive management of human resource issues, concurrently with financial issues, and offers detailed practical advice to help ensure...
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...Brazil, Cape Town in Africa and Istanbul in Turkey. Diney wants to learn more about culture, market and the opportunity to grow its business into a global level. 2.0 Importance of culture for Business Culture is collection of much experience as a society, and its impact on our daily reaction and decision-making relative to the facts and circumstances that we usually do. Also culture has been defined as a value, beliefs, customs and religion. To the non-western culture, each and every one has its own culture of believes. So to get your message across successfully, first you have to consider the people views and climate of the country that you wish to ship your business because different cultures may require different behaviour patterns by a firm, strategies, Structures that appropriate in one cultural setting may fail in another. “What works in one culture might not work in another” (Hill, 2007, p 116). To be successfully expanded globally, Disney must consider the cultural nuances of the venture. 3.0 Cultural considerations Disney must take into account for expansion The importance of cultural considerations in business expansion is the...
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