human resource in merger and acquisition

7/27/2019 Human Resource in Merger and Acquisition

1/28

KNOWLEDGE CREATION ANDMANAGEMENT


2/28

Meaning of knowledge

managementKnowledge management is a systematic,

Explicit, and deliberate building, renewal

and application of knowledge to maximizean enterprise knowledge related effective-

-ness and returns from its knowledge assets.


3/28

Importance Customer service

Information system

Finance

Hr / Administration

Management


4/28

Cont. Increase in productivity

Improve quality of production

Better coordination

Creative thinking


5/28

Challenges Burden of past experience

Organization defensive routines.

Tunnel vision

Bounded rationality


6/28

Process

Identify stage

Collect stage

Select stage

Store stage

Share stage

Apply stage Create stage

Sell stage


7/28

Difference between IM & KM Meaning

Sources

Centralized

Focus on productivity

Requirement


8/28

VIRTUAL ORGANISATIONSAND EMERGING HR TREND


9/28

DEFINITION The organizations which have internal

structure and capabilities to facilitate

responsiveness to changes in economicand market conditions ,changes ingovernment policies and employmentlegislation, unemployment,

developments in technology andmethods of production, competitivenessand removal of skill boundaries.


10/28

Characteristics Power flexibility

Informal communication

Flat organizations, multidisciplinaryteams

Customer orientation

Organizational boundaries are wage

Sharing of information


11/28

ADVANTAGES It saves time, travel expenses

Can use consultants from outside

Can hire best people regard less of location Employees can accommodate personal and

professional life

Employees can be assigned to multiple and

concurrent teams . Team communications and work reports are

available online .


12/28

FEATURES Technology

E-mail integration

Office system integration

Voice mail alert

Mobile data


13/28

TYPES Telecommuting

e.g. Dow chemicals, xerox .

Outsourcing most core competencies

e.g. nike

Completely virtuale.g. ACOG, IBM


14/28

CAREER DYNAMICS Recruitment under time pressure and

requires high skills.

Social stability is not very muchrequired.

Work pace is variable.

Job status and project feedback is veryshort.


15/28

Performance management Define performance

Facilitate performance

Encourage performance


16/28

Selection process Familiarity and comfort ability with job.

Self motivation

Effective communication both orally and inwriting

Adaptability

Knowledge about organizational process

Technical self sufficiency

Result orientation


17/28

FINALLYVIRTUAL ORGANIZATIONS ARE NEED

OF PRESENT


18/28

HUMAN RESOURCE

IN MERGER ANDACQUISITION


19/28

MEANING OF MERGER AND

ACQUISITIONS MERGER:-WHEN TWO OR MORE COMPANIES

DOING SIMILAR BUSINESS GO INTO LIQUIDATION

AND A NEW COMPANY FORMED TO TAKE OVERTHEIR BUSINESS,IT IS KNOWN AS MERGER

ACQUISITION :-A HOLDING COMPANY IS ACOMPANY WHICH CONTROL ANOTHER COMPANY

BY ACQUIREING ALL OR MAJORITY OF CARRYING

VOTING RIGHT OR CONTROLLING THECOMPOSITION OF ITS BOARD OF DIRECTOR.


20/28

STAGES OF MERGER AND

ACQUISITIONS 1. PRE-UNION

2.IN-PROCESS UNION

3.POST UNION


21/28

WHY MERGER AND ACQUISITIONS FAILREASON FOR FAILURE:-1.EXPECTATIONS ARE UNREALISTIC

2.HASTILY CONSTRUCTEDSTRATEGY,POOR

PLANING,UNSKILLED EXECUTION.

3.FAILURE/INABILITY TO UNIFY BEHINDA

SINGLE MACROMESSAGE


22/28

4. POWER AND POLITICS ARE THEFORCES ,RATHER THANPRODUCTIVE OBJECTIVES

5.REQUIRES AN IMPOSSIBLEDEGREE OF SYNERGY

6.CULTURE CLASHES


23/28

9.TRANSITION MANAGEMENT FAIL

8.FINANCIAL DRAIN

9.DEFENSIVE MOTIVATION

10 THE UNDERESTIMATION TRAN.COST


24/28

MOST OF GLOBAL SUCESSFUL

FIRM Vodafone-hutch deal

Tata steel corus deal

Jet Sahara merger

Air india-indian airlines merger

Hindalco,acquisition of novelis inc. Kingfisher-air deccan


25/28

MERGER AND

ACQUISITION WELL-THOUGHT OUT GOALS AND

OBJECTIVE

DUE DILIGENCE ON HARD AND SOFTISSUES

EFFECTIVE LEADERSHIP

TAKING LESSON FROM PREVIOUS

EXPERIENCE OPEN COMMUNICATION

FRIENDLY CLIMATE


26/28

HIGH COMMIREMENT TO THEDEADLINE

KEY TALENT RETAINED TRUST BUILDING ACROSS ALL LEVEL OF

EMPLOYEES

PROPER ALLOCATION OF RESOURSES

ACCEPT THE UNWILLING PEOPLE ANDPLAN FOR THEIR CHANGE

PLANING FOR IN PROCESS AND POSTUNION STEPS COMPLETED EARLY

TIMELY COMMUNICATION TO


27/28

SKILLS AND COMPETENCIES

OF HR PROFESSIONALS Good strategic knowledge to develop

and implement the plans of M & A

Effective communication skills Motivation skills

Analytical ability

Thorough knowledge of assessing work

culture and bring the changes Planning monitoring and bringing

changes effectively.


28/28

by:-

Rishi sachdeva

sameer

sachin

human resource in merger and acquisition

Documents