Assessing the extent of synergy which is centralized on HR prescription and HR bundles reality in this assignment shall be outlined in the Daimler AG, an organization registered under DAX companies in Germany. Daimler is one of the most accredited manufacturers of luxury and heavy commercial vehicles and accessories in the world. According to Beverly (1986) the operation of this multimillion organization commenced in the early 1880s, Daimler Benz was founded by two German locomotives engineers Gottlieb Daimler and Carl Benz, and they were intrigued in making internal combustion engine and later perfected to making fuel driven vehicles. This organization ownership is a publicly traded corporation and employs globally around 280,000 employees. This organization has been rated by the Global fortune to be the number 23 of the wealthiest organization in the world. This is with the credential of having a net income of US$2 billion and an accumulative of total revenue of US$140 billion as echoed by Mattera (2000).
This document discusses a potential merger between Daimler-Benz AG and Chrysler. It provides an overview of Daimler, including its business segments, global presence, and financial performance. The document then outlines key points of negotiation for the deal, including exchange ratio, valuation, board reorganization, and executive compensation. Finally, it evaluates the potential benefits of the merger for Chrysler, such as complementing product offerings and combining operations.
Do Mergers Create Value - Analyzing Daimler Chrysler vivekmsk29
This document analyzes whether mergers create value in the automobile industry by examining the Daimler-Chrysler merger. It finds that while the merger led to short-term abnormal stock returns, long-term performance measures like return on equity remained below pre-merger levels. Cultural clashes between the German and American management styles also hampered integration. The merger ultimately failed to create value, with Daimler demerging from Chrysler in 2007. Large auto companies with legacy costs face integration challenges, suggesting international diversification and cross-border mergers may not effectively create shareholder value in this industry.
The document provides a history of Daimler-Benz and Chrysler, including their founding, brands, and operations. It then discusses their 1999 merger, reasons for the merger including expanding market share and reducing costs. However, the merger ultimately failed due to cultural clashes between the German and American companies and mismanagement. Key factors in the failure included differences in working styles and compensation between Eastern and Western cultures, a lack of due diligence assessing Chrysler's competitiveness, and the German managers not allowing American autonomy.
This document provides stock information for 5 companies: Coca-Cola, General Electric, DreamWorks Animation, Walt Disney, and E-Trade Financial. It lists each company's ticker symbol, current price per share, P/E ratio, 52-week price range, brief description and headquarters. Coca-Cola is the world's largest beverage company based in Atlanta. General Electric is a large manufacturer and was ranked the world's largest company in 2009. DreamWorks Animation was founded by Spielberg, Geffen and Katzenberg and produces computer animated films. Walt Disney is the largest media company founded by Walt and Roy Disney. E-Trade was founded in 1982 and offers online stock brokerage services.
The document discusses mergers and acquisitions in the steel industry, specifically Tata Steel's acquisition of Corus Group in 2007. Some key points:
- Global steel industry was consolidating through M&A to gain scale and efficiencies. Tata's acquisition of Corus made them the 5th largest steelmaker.
- Tata paid $12 billion for Corus after a bidding war with CSN of Brazil. The acquisition gave Tata a presence in mature European markets and access to Corus' technology and high-end processing facilities.
- Benefits for Corus included addressing high costs through synergies with Tata, one of the lowest cost steel producers. Cultural compatibility between the companies also
Negotiations were occurring between Daimler and Chrysler in the late 1990s and mid-1980s. Chrysler had a dominant position in the minivan segment but faced increased competition. Its product portfolio was heavily reliant on trucks while it needed to reinforce its car segment. Daimler and Chrysler both saw advantages to a merger, with Daimler bringing innovative team building and a luxury brand and Chrysler contributing a competitive truck segment and cost-driven management. The strategic objective of a merger would be to become the number 3 automaker globally and maximize value for shareholders and stakeholders.
The document discusses the failed merger between German automaker Daimler-Benz and American automaker Chrysler Corporation in 1998. It aimed to become the third largest car producer but faced challenges integrating their different organizational cultures. Daimler was known for precision engineering while Chrysler emphasized innovation and creativity. Cultural differences like decision-making styles, employee compensation, and work processes made integration difficult. The merger was hoped to generate synergies but ultimately failed due to an inability to reconcile the clashing cultures.
The merger of Daimler-Benz and Chrysler aimed to create "the world's leading automotive company for the 21st century." However, integrating the two companies posed major cultural challenges due to their different operating styles. Chrysler had adopted a platform team structure and lean culture focused on speed, while Daimler-Benz had a more bureaucratic structure. The new DaimlerChrysler leadership saw opportunities through global scale, but realizing synergies required blending the corporate cultures, which was expected to be the toughest challenge in making the merger a success.
This document discusses a potential merger between Daimler-Benz AG and Chrysler. It provides an overview of Daimler, including its business segments, global presence, and financial performance. The document then outlines key points of negotiation for the deal, including exchange ratio, valuation, board reorganization, and executive compensation. Finally, it evaluates the potential benefits of the merger for Chrysler, such as complementing product offerings and combining operations.
Do Mergers Create Value - Analyzing Daimler Chrysler vivekmsk29
This document analyzes whether mergers create value in the automobile industry by examining the Daimler-Chrysler merger. It finds that while the merger led to short-term abnormal stock returns, long-term performance measures like return on equity remained below pre-merger levels. Cultural clashes between the German and American management styles also hampered integration. The merger ultimately failed to create value, with Daimler demerging from Chrysler in 2007. Large auto companies with legacy costs face integration challenges, suggesting international diversification and cross-border mergers may not effectively create shareholder value in this industry.
The document provides a history of Daimler-Benz and Chrysler, including their founding, brands, and operations. It then discusses their 1999 merger, reasons for the merger including expanding market share and reducing costs. However, the merger ultimately failed due to cultural clashes between the German and American companies and mismanagement. Key factors in the failure included differences in working styles and compensation between Eastern and Western cultures, a lack of due diligence assessing Chrysler's competitiveness, and the German managers not allowing American autonomy.
This document provides stock information for 5 companies: Coca-Cola, General Electric, DreamWorks Animation, Walt Disney, and E-Trade Financial. It lists each company's ticker symbol, current price per share, P/E ratio, 52-week price range, brief description and headquarters. Coca-Cola is the world's largest beverage company based in Atlanta. General Electric is a large manufacturer and was ranked the world's largest company in 2009. DreamWorks Animation was founded by Spielberg, Geffen and Katzenberg and produces computer animated films. Walt Disney is the largest media company founded by Walt and Roy Disney. E-Trade was founded in 1982 and offers online stock brokerage services.
The document discusses mergers and acquisitions in the steel industry, specifically Tata Steel's acquisition of Corus Group in 2007. Some key points:
- Global steel industry was consolidating through M&A to gain scale and efficiencies. Tata's acquisition of Corus made them the 5th largest steelmaker.
- Tata paid $12 billion for Corus after a bidding war with CSN of Brazil. The acquisition gave Tata a presence in mature European markets and access to Corus' technology and high-end processing facilities.
- Benefits for Corus included addressing high costs through synergies with Tata, one of the lowest cost steel producers. Cultural compatibility between the companies also
Negotiations were occurring between Daimler and Chrysler in the late 1990s and mid-1980s. Chrysler had a dominant position in the minivan segment but faced increased competition. Its product portfolio was heavily reliant on trucks while it needed to reinforce its car segment. Daimler and Chrysler both saw advantages to a merger, with Daimler bringing innovative team building and a luxury brand and Chrysler contributing a competitive truck segment and cost-driven management. The strategic objective of a merger would be to become the number 3 automaker globally and maximize value for shareholders and stakeholders.
The document discusses the failed merger between German automaker Daimler-Benz and American automaker Chrysler Corporation in 1998. It aimed to become the third largest car producer but faced challenges integrating their different organizational cultures. Daimler was known for precision engineering while Chrysler emphasized innovation and creativity. Cultural differences like decision-making styles, employee compensation, and work processes made integration difficult. The merger was hoped to generate synergies but ultimately failed due to an inability to reconcile the clashing cultures.
The merger of Daimler-Benz and Chrysler aimed to create "the world's leading automotive company for the 21st century." However, integrating the two companies posed major cultural challenges due to their different operating styles. Chrysler had adopted a platform team structure and lean culture focused on speed, while Daimler-Benz had a more bureaucratic structure. The new DaimlerChrysler leadership saw opportunities through global scale, but realizing synergies required blending the corporate cultures, which was expected to be the toughest challenge in making the merger a success.
The document provides information about Chrysler, including:
1) It was founded in 1925 and is currently headquartered in Michigan.
2) It has faced challenges in recent decades from foreign competitors and changing market conditions but has launched new vehicle platforms and powertrains to improve fuel efficiency.
3) Its current CEO is Sergio Marchionne, and it aims to build desirable vehicles and maintain customer satisfaction through quality products.
This document summarizes a presentation about the merger between Daimler-Benz and Chrysler Corporation in 1998. The presentation covers the history of both companies, the merger process and motives, cultural differences that led to integration challenges, and an analysis of the merger's success and failure. While the merger created a large global automaker, cultural clashes between the German and American management styles proved difficult to reconcile and undermined the merger's long-term success.
Daimler and Chrysler merged in 1998 to become the fifth largest car producer. Daimler, founded in 1886, was known for luxury cars and commercial vehicles. Chrysler, founded in 1925, focused on affordable cars, trucks, and vans. The merger combined Daimler's technical innovation and financial power with Chrysler's broader product line. However, the companies also faced challenges from cultural differences and lagging presence in Asian markets. The new leadership would need to find ways to better integrate the management while expanding into new markets and customer segments.
The document provides a detailed overview of Chrysler Corporation, including its history, current situation, corporate governance, external and internal environments, and strategic factors analysis. The key points are:
1) Chrysler was founded in 1925 and has grown to become the seventh largest automaker globally, known for minivans and Hemi engines.
2) It filed for bankruptcy in 2009 but formed an alliance with Fiat, selling most assets to Fiat while retaining eight key factories.
3) Both external opportunities like management changes and internal threats like decreasing dealer confidence are analyzed, with the latter seen as the most significant threat.
Bus106 wk5 ch5 forms of business ownershipBhupesh Shah
The document discusses various forms of business ownership including sole proprietorships, partnerships, and corporations. It provides advantages and disadvantages of each form. It also discusses corporate mergers, franchises, and co-operatives. Franchises provide benefits like a recognized name and proven management system, while co-operatives are owned by members and can give them more economic power collectively. The chapter summary reiterates the key advantages of different ownership structures.
This document discusses several mergers and acquisitions in the automotive industry and some of the challenges they faced. It summarizes the Daimler-Chrysler merger in 1998 that created the world's third largest automaker but struggled with cultural differences between the German and American companies. Specifically, it highlights issues around leadership styles, decision-making processes, and national cultures that hindered realizing synergies from the merger. The document stresses the importance of integrating company cultures, having a clear strategic goal, understanding customer demands and markets, as well as involving employees in change execution to help mergers succeed.
The document summarizes the merger between Daimler-Benz and Chrysler, including their backgrounds, motives for the merger, successes and failures, and cultural issues. It analyzes Porter's 5 forces model regarding the merger. While there were initial successes, cultural differences between the German and American companies eventually led to conflicts in management approaches and an inability to integrate the cultures, resulting in the demerger of Chrysler.
Daimler-Benz, Europe's largest industrial company, merged with Chrysler, a US-based automaker, in 1998 in a stock-swap deal valued at $92 billion. The merger aimed to create a globally competitive automaker by combining Daimler-Benz's operations in passenger cars, commercial vehicles, aerospace, and other areas with Chrysler's car, minivan, SUV, and truck businesses. However, cultural and management differences between the German and American companies proved difficult to reconcile, and the merger failed to achieve many of its intended synergies. In 2007, DaimlerChrysler sold Chrysler to Cerberus Capital Management for $7.4 billion, ending the troubled merger
The merger between Daimler and Chrysler failed due to cultural integration issues, lack of leadership, and mismanagement. While the companies aimed to combine Daimler's European luxury presence with Chrysler's American mass market strength, differences in culture and leadership style caused separatism between the German and American sides. There was no unified vision or cooperation between the brands. Leadership changes and disparities in pay also hurt integration efforts. Ultimately, the merger of such different companies with no plan to overcome cultural divides was perhaps not feasible from the beginning.
Daimler chrysler - a cultural mismatchManju Thomas
The Daimler-Chrysler merger in 1998 aimed to combine the German automaker Daimler-Benz with the American company Chrysler Corporation. However, the two companies had very different corporate cultures that clashed. Within 19 months, two American CEOs were replaced by German management, and Daimler-Benz tried to impose its culture onto Chrysler. This failure to integrate the cultures led to chaos at Chrysler and the merger ultimately failed to realize expected synergies. Cross-cultural mergers require recognizing differences, open communication, and developing a new shared culture rather than one culture dominating the other.
The document discusses the failed merger between Daimler and Chrysler. It analyzes the root causes of the merger's failure, which included a cross-cultural mismatch between the German and American companies, a lack of integration, and high competition in the auto industry. The document then evaluates three alternatives for Daimler - maintaining the status quo, operating as a standalone company, or pursuing another alliance. It ultimately recommends that Daimler pursue a new alliance, preferably with an Asian partner, but emphasizes the need for thorough planning, cultural understanding, and a strong long-term commitment to make a new merger successful.
The merger between Daimler Benz and Chrysler in 1998 aimed to create the world's leading automotive company. However, the merger failed due to cultural differences between the two companies. Daimler Benz had an authoritarian, bureaucratic culture while Chrysler had a creative, dynamic culture. The clash in cultures eroded synergies and neither company was willing to change. "Human due diligence", which examines a company's culture and people before a merger, could have prevented the failure by uncovering these incompatible cultures. Proper human due diligence is crucial to understand capability gaps and points of friction between merging companies.
DaimlerChrysler: Post Merger News Case AnalysisKaran Jaidka
The document summarizes the merger between Daimler-Benz and Chrysler in 1998 to form DaimlerChrysler. It describes the opportunities identified from the merger, including increased sales, new markets, cost reductions, and economies of scale. However, integrating the two dynamic companies from different cultures proved challenging. While initial synergies were realized, cultural issues impaired further integration efforts. Financial problems emerged by 2000 as synergies did not materialize and sales declined. The merger highlights the difficulties of integrating two large companies from different countries and cultures.
The document summarizes the 1998 merger between Daimler-Benz and Chrysler. Daimler-Benz was the largest industrial firm in Europe, known for luxury cars, commercial vehicles, and SUVs. Chrysler was the 3rd largest carmaker in the US, focused on light trucks, pickups, vans, and minivans. The companies merged to avoid technology threats and reduce overhead costs. The merger created a large automaker with strengths in different markets and management experience in both Europe and North America. A SWOT analysis identified individual strengths of each company pre-merger, and synergies from combining operations and management experience post-merger.
The document summarizes the knowledge management strategies of DaimlerChrysler following the merger between Daimler-Benz and Chrysler. It discusses how Chrysler mapped knowledge into buckets and created technical clubs and an engineering book of knowledge. It also discusses how Daimler-Benz traditionally transferred knowledge through vocational training but lacked framework for innovation. The merger aimed to address overcapacity, changing markets, and rising costs. Knowledge collaboration between engineers from both companies helped integrate their work. A knowledge strategy was created to exchange knowledge nuggets between engineers. Post-merger integration and handling knowledge from two different environments are also discussed.
This document discusses war profiteering and defense contracting. It provides compensation information for the CEOs of major defense contractors Lockheed Martin, Boeing, and Raytheon. It also discusses Bill Bolton, the founder and former CEO of Bolton Conductive Systems, a company that was majority acquired by another company. The document raises questions about the morality of profiting from war and defense spending. It includes quotes from Bill Bolton defending defense contracting as protecting citizens and national interests while distinguishing destructive products from protective ones.
The merger between Daimler-Benz and Chrysler in 1998 was intended to be a merger of equals making them one of the top three automakers in the world. However, cultural clashes between the German and American management styles, mismanagement of the combined company, and poor communication caused the merger to fail. By 2007, Chrysler was purchased by Cerberus Capital Management, ending the DaimlerChrysler partnership.
The document discusses the merger between Daimler and Chrysler. It provides background on both companies and analyzes their strengths, weaknesses, opportunities, and threats. It then details the merger process and outcomes. However, cultural clashes between the German and American companies, as well as poor strategic decisions, led the merger to ultimately fail to achieve its goals.
Siemens paid $2.6 billion in fines and settlements for widespread bribery investigations. It was found to have paid bribes totaling over $100 million to win contracts in countries like Bangladesh, Nigeria, Argentina, Israel, Venezuela, China, and Iraq. Similarly, Daimler paid $185 million to settle lawsuits in the US after it was discovered to have paid $4.4 million in bribes to secure business in countries like Turkey, North Korea, Latvia, Bulgaria, Romania, and Russia. Both companies disguised these bribe payments through using offshore accounts and outside consultants, rather than comply with anti-bribery laws passed in 1999.
Cisco uses acquisitions to increase market share and customer satisfaction while integrating compatible companies and cultures. It ensures job security and orientation for acquired employees. Union Pacific struggled to integrate Southern Pacific, causing delays costing $1 billion. AOL and Time Warner failed to integrate due to clashes between cultures, leading to losses and demerger.
The document discusses the merger between Daimler and Chrysler, highlighting some key reasons for the merger and challenges that arose. It then provides an overview of each company's background and profiles prior to the merger. Finally, it analyzes the performance of the merged company over time and identifies some key reasons for its failure, including cultural clashes between the German and American companies.
The document provides information about Chrysler, including:
1) It was founded in 1925 and is currently headquartered in Michigan.
2) It has faced challenges in recent decades from foreign competitors and changing market conditions but has launched new vehicle platforms and powertrains to improve fuel efficiency.
3) Its current CEO is Sergio Marchionne, and it aims to build desirable vehicles and maintain customer satisfaction through quality products.
This document summarizes a presentation about the merger between Daimler-Benz and Chrysler Corporation in 1998. The presentation covers the history of both companies, the merger process and motives, cultural differences that led to integration challenges, and an analysis of the merger's success and failure. While the merger created a large global automaker, cultural clashes between the German and American management styles proved difficult to reconcile and undermined the merger's long-term success.
Daimler and Chrysler merged in 1998 to become the fifth largest car producer. Daimler, founded in 1886, was known for luxury cars and commercial vehicles. Chrysler, founded in 1925, focused on affordable cars, trucks, and vans. The merger combined Daimler's technical innovation and financial power with Chrysler's broader product line. However, the companies also faced challenges from cultural differences and lagging presence in Asian markets. The new leadership would need to find ways to better integrate the management while expanding into new markets and customer segments.
The document provides a detailed overview of Chrysler Corporation, including its history, current situation, corporate governance, external and internal environments, and strategic factors analysis. The key points are:
1) Chrysler was founded in 1925 and has grown to become the seventh largest automaker globally, known for minivans and Hemi engines.
2) It filed for bankruptcy in 2009 but formed an alliance with Fiat, selling most assets to Fiat while retaining eight key factories.
3) Both external opportunities like management changes and internal threats like decreasing dealer confidence are analyzed, with the latter seen as the most significant threat.
Bus106 wk5 ch5 forms of business ownershipBhupesh Shah
The document discusses various forms of business ownership including sole proprietorships, partnerships, and corporations. It provides advantages and disadvantages of each form. It also discusses corporate mergers, franchises, and co-operatives. Franchises provide benefits like a recognized name and proven management system, while co-operatives are owned by members and can give them more economic power collectively. The chapter summary reiterates the key advantages of different ownership structures.
This document discusses several mergers and acquisitions in the automotive industry and some of the challenges they faced. It summarizes the Daimler-Chrysler merger in 1998 that created the world's third largest automaker but struggled with cultural differences between the German and American companies. Specifically, it highlights issues around leadership styles, decision-making processes, and national cultures that hindered realizing synergies from the merger. The document stresses the importance of integrating company cultures, having a clear strategic goal, understanding customer demands and markets, as well as involving employees in change execution to help mergers succeed.
The document summarizes the merger between Daimler-Benz and Chrysler, including their backgrounds, motives for the merger, successes and failures, and cultural issues. It analyzes Porter's 5 forces model regarding the merger. While there were initial successes, cultural differences between the German and American companies eventually led to conflicts in management approaches and an inability to integrate the cultures, resulting in the demerger of Chrysler.
Daimler-Benz, Europe's largest industrial company, merged with Chrysler, a US-based automaker, in 1998 in a stock-swap deal valued at $92 billion. The merger aimed to create a globally competitive automaker by combining Daimler-Benz's operations in passenger cars, commercial vehicles, aerospace, and other areas with Chrysler's car, minivan, SUV, and truck businesses. However, cultural and management differences between the German and American companies proved difficult to reconcile, and the merger failed to achieve many of its intended synergies. In 2007, DaimlerChrysler sold Chrysler to Cerberus Capital Management for $7.4 billion, ending the troubled merger
The merger between Daimler and Chrysler failed due to cultural integration issues, lack of leadership, and mismanagement. While the companies aimed to combine Daimler's European luxury presence with Chrysler's American mass market strength, differences in culture and leadership style caused separatism between the German and American sides. There was no unified vision or cooperation between the brands. Leadership changes and disparities in pay also hurt integration efforts. Ultimately, the merger of such different companies with no plan to overcome cultural divides was perhaps not feasible from the beginning.
Daimler chrysler - a cultural mismatchManju Thomas
The Daimler-Chrysler merger in 1998 aimed to combine the German automaker Daimler-Benz with the American company Chrysler Corporation. However, the two companies had very different corporate cultures that clashed. Within 19 months, two American CEOs were replaced by German management, and Daimler-Benz tried to impose its culture onto Chrysler. This failure to integrate the cultures led to chaos at Chrysler and the merger ultimately failed to realize expected synergies. Cross-cultural mergers require recognizing differences, open communication, and developing a new shared culture rather than one culture dominating the other.
The document discusses the failed merger between Daimler and Chrysler. It analyzes the root causes of the merger's failure, which included a cross-cultural mismatch between the German and American companies, a lack of integration, and high competition in the auto industry. The document then evaluates three alternatives for Daimler - maintaining the status quo, operating as a standalone company, or pursuing another alliance. It ultimately recommends that Daimler pursue a new alliance, preferably with an Asian partner, but emphasizes the need for thorough planning, cultural understanding, and a strong long-term commitment to make a new merger successful.
The merger between Daimler Benz and Chrysler in 1998 aimed to create the world's leading automotive company. However, the merger failed due to cultural differences between the two companies. Daimler Benz had an authoritarian, bureaucratic culture while Chrysler had a creative, dynamic culture. The clash in cultures eroded synergies and neither company was willing to change. "Human due diligence", which examines a company's culture and people before a merger, could have prevented the failure by uncovering these incompatible cultures. Proper human due diligence is crucial to understand capability gaps and points of friction between merging companies.
DaimlerChrysler: Post Merger News Case AnalysisKaran Jaidka
The document summarizes the merger between Daimler-Benz and Chrysler in 1998 to form DaimlerChrysler. It describes the opportunities identified from the merger, including increased sales, new markets, cost reductions, and economies of scale. However, integrating the two dynamic companies from different cultures proved challenging. While initial synergies were realized, cultural issues impaired further integration efforts. Financial problems emerged by 2000 as synergies did not materialize and sales declined. The merger highlights the difficulties of integrating two large companies from different countries and cultures.
The document summarizes the 1998 merger between Daimler-Benz and Chrysler. Daimler-Benz was the largest industrial firm in Europe, known for luxury cars, commercial vehicles, and SUVs. Chrysler was the 3rd largest carmaker in the US, focused on light trucks, pickups, vans, and minivans. The companies merged to avoid technology threats and reduce overhead costs. The merger created a large automaker with strengths in different markets and management experience in both Europe and North America. A SWOT analysis identified individual strengths of each company pre-merger, and synergies from combining operations and management experience post-merger.
The document summarizes the knowledge management strategies of DaimlerChrysler following the merger between Daimler-Benz and Chrysler. It discusses how Chrysler mapped knowledge into buckets and created technical clubs and an engineering book of knowledge. It also discusses how Daimler-Benz traditionally transferred knowledge through vocational training but lacked framework for innovation. The merger aimed to address overcapacity, changing markets, and rising costs. Knowledge collaboration between engineers from both companies helped integrate their work. A knowledge strategy was created to exchange knowledge nuggets between engineers. Post-merger integration and handling knowledge from two different environments are also discussed.
This document discusses war profiteering and defense contracting. It provides compensation information for the CEOs of major defense contractors Lockheed Martin, Boeing, and Raytheon. It also discusses Bill Bolton, the founder and former CEO of Bolton Conductive Systems, a company that was majority acquired by another company. The document raises questions about the morality of profiting from war and defense spending. It includes quotes from Bill Bolton defending defense contracting as protecting citizens and national interests while distinguishing destructive products from protective ones.
The merger between Daimler-Benz and Chrysler in 1998 was intended to be a merger of equals making them one of the top three automakers in the world. However, cultural clashes between the German and American management styles, mismanagement of the combined company, and poor communication caused the merger to fail. By 2007, Chrysler was purchased by Cerberus Capital Management, ending the DaimlerChrysler partnership.
The document discusses the merger between Daimler and Chrysler. It provides background on both companies and analyzes their strengths, weaknesses, opportunities, and threats. It then details the merger process and outcomes. However, cultural clashes between the German and American companies, as well as poor strategic decisions, led the merger to ultimately fail to achieve its goals.
Siemens paid $2.6 billion in fines and settlements for widespread bribery investigations. It was found to have paid bribes totaling over $100 million to win contracts in countries like Bangladesh, Nigeria, Argentina, Israel, Venezuela, China, and Iraq. Similarly, Daimler paid $185 million to settle lawsuits in the US after it was discovered to have paid $4.4 million in bribes to secure business in countries like Turkey, North Korea, Latvia, Bulgaria, Romania, and Russia. Both companies disguised these bribe payments through using offshore accounts and outside consultants, rather than comply with anti-bribery laws passed in 1999.
Cisco uses acquisitions to increase market share and customer satisfaction while integrating compatible companies and cultures. It ensures job security and orientation for acquired employees. Union Pacific struggled to integrate Southern Pacific, causing delays costing $1 billion. AOL and Time Warner failed to integrate due to clashes between cultures, leading to losses and demerger.
The document discusses the merger between Daimler and Chrysler, highlighting some key reasons for the merger and challenges that arose. It then provides an overview of each company's background and profiles prior to the merger. Finally, it analyzes the performance of the merged company over time and identifies some key reasons for its failure, including cultural clashes between the German and American companies.
Mergers and acquisitions mean slightly different things. A merger occurs when two similar-sized firms agree to combine as a single new company, while an acquisition happens when one firm takes ownership of another. Both are used by multinationals to enter new markets. While mergers aim to create value exceeding the sum of the separate companies, cultural and organizational differences can challenge mergers. Opportunities include synergies and management benefits, but risks include overpaying, labor issues, and conflicting interests between management teams. Whether a deal succeeds ultimately depends on the SWOT analysis of the strengths, weaknesses, opportunities, and threats involved.
Ford financial crisis which has escalated over the last few years has been mainly triggered by the executive bureaucracy and royal hierarchy which is fashioned to the Ford family ties, the new appointed chief executive Alan R. Mulally articulates that the working atmosphere in this organization is very reclusive, information and communication among production stage shop floor taskforce is prohibited, this fact rationalize the employees making errors and been unable to correct them which has led to the corporation loss of $1.2 billion dollars. This fact has led to Ford degeneration to symbol of inefficiency, projected y the fact that the executive are reluctant making the culture of this organization to be dysfunctional and defeatist conflicting resulting to losing to the new Cerberus Chrysler management in sales as voiced by Kiley (2007). The case study evaluates three question that are aligned with the organization atmosphere, centrally emphasizing on fords main flaws which have degenerated to dysfunctional conflict, the role that the new chief executive Mulally has patterned to combat this conflict and will analyzed Mulally intervention of the incident involving Consumer Reports staff and two senior Ford engineers.
Similar to Human resources culture and bundles (8)
Racial conflict, a special kind of actual or perceived opposition of values, interest, thoughts and need at place where one works as noted by Singley and Bell (2002). Racial conflicts can either be internal or external and at the same time categorized as substantive conflict or personalized conflict. Generally, racial conflicts in the workplace are triggered by a myriad of factors for instance fueled by ignorance and hatred over promotion, hard work or just racism. The easiest detonator of racism is difference individual voices concerning political stand concerning particular minority community in the society. This has given the civil society and most of the voluntary organization whom are whistle blowers to this menace a head ache on the fact that after all the diversity training and the destruction that this atrocity brings still workers deploy it in the working place (Budd & Bhave, 2010).
This paper analyzes models of instructional design in curriculum. It discusses instructional design as a methodical process for developing high-quality instruction to meet learning needs and goals. Instructional design originated from efforts during WWII to quickly train large numbers of military personnel. It has since been applied to curriculum. The paper also examines instructional design as a discipline and science, distinguishing it from learning theory. Critical components of the instructional design process include analyzing student needs to define objectives and structure evaluation. Instructional designers are responsible for developing well-structured instructional materials using objectives, strategies, evaluation and feedback.
Admiralty scale is referred to as the system that is used to measure the credibility of the source of the information, and reliability of the information gathered. This is taken into consideration so that the intelligence may be able to make viable decision based on the information that has been gained in the investigation. This system usually comprises of two known character notation which are adequately implemented in assessing the source of information reliability and evaluation of the information confidence and accuracy. This system is usually executed by the military enforcement and National Security Intelligence of the NATO member nations and also by the AUSCANZUKUS members. However, analyst also uses this system to evaluate and validate the authentication of the information gathered. This system involves four stages for the information gathered to be assumed reliable and credible this includes evaluation, reliability, credibility and reporting (Beesly, 1989).
This research paper shall outline the problem of how to quit smoking as it has been a habit that am contemplating to abandon. Smoking is usually defined by scholars as a practice which involves burning of tobacco and then the smoke is tasted or inhaled. This is usually viewed as a recreational activity which is assumed to relax the nerves and sometime just done for fun as exemplified by Eysenck (1995). I started at a tender age just smoking for fun and also just to feel all grown up. From this activity I have indulged into smoking using many smoking tools such as pipes, cigars, bongs and bidis. However, recently I started developing distaste for this habit. This is after learning that my distance relative recently passed away from lung cancer at a very tender age.
The learning curve theory is mostly distinguished as a distinction which outlays the relationship between the production time of the unit and total amount of the cumulative units which are produced. This has been articulated that increment of information retention usually gravitate following initial attempts, thus progressively even out, this usually surmount to least of new information being retained after each repetition. According to Colley (1987) learning curves are also articulated that they are the integral procedure which structures corporate strategies. Some of these strategies include pricing decision, operating costs and capital investment this are usually based on the experiences curves. The learning curve theory usually is associated with three essential assumptions this include; (I) through repetition of the task the time required to complete the task decreases. (II) Improvement percentages decline with the consequent uplift of unit volume. (III) Over certain duration of time improvement rate can be predicted as exemplified by Teplitz (1991).
A midwife is a trained proficient which has unique expertise of offering support to pregnant women to maintain a health measures, counselling, prenatal education, offering personal care expertise and generally assisting the mother throughout her pregnancy and after with the childbearing cycle as echoed by Abernathy and Donna (1989). The midwife assists the mother and her newborn to identify the uniqueness of their physical, emotional and social requirements. However, in cases where the case becomes out of bound of the midwife expertise capability, then the mother is referred to a specialized health care provider for further diagnosis and care (Courter, 1992; Edwards & Waldorf, 1984). This assignment shall outline the fact outlaid by the debate should midwives be nurses first or should they just be midwives without first being nurses (Hart Et al, 2001; Gordon, 2001).
The main purpose of the research is to draw out clearly the connection between Wal-Mart global operation and its political involvement as the main agenda. This evaluation of Wal-Mart stores as the transactional corporation chosen for the research, this shall emphasize further on the strategic formulation that Wal-Mart encompasses in it operations and other factors like outsourcing, supplier’s network, and vertical integration and globalization expansion roles by this corporation.
Every where in the world disaster strikes leaving hundreds and thousands dead and the devastating damage that these disasters leave behind has an enormous loss to the population of the state related to the disaster. Over the last decade the world has been engulfed with many environmental or natural disasters, although with a closer look they are human affiliated, brought about by technological and human activities that result or increase the chances of natural disasters.
This assignment analyzes leadership philosophy in regards to the literary leadership materials, also based on my personal reflection of leadership. From the adage leaders are born and not structured, Leadership to me is the realization of having the ability which can influence thoughts, ideas and actions of others so that they can achieve sets of preset goals, tasks, duties and responsibilities. This I believe can be injected in any organizational setup, thus I agree that leadership is a very essential facet in contributing achievements of success to individuals (Ambler, 2005). While the adage maybe accurate for charismatic leaders, I also agree with scholars in this field articulate that positive gens combined with building skills will persuade people to become leaders that are effective.
Corporate Governance is defined as the set of processes, rules and laws that have been put in place in businesses to assist in the operations, in regulating, and affect the way businesses are directed in order to enhance accountability. The management is responsible to promote good corporate governance by setting structures that are beneficial to all the stakeholders, (management, shareholders, employees, customers, suppliers and the government among others). The internal audit department has a role to play in assisting the board of governors in promoting corporate governance. The board of governors together with the risk management committee should monitor and frequently review the effectiveness of the internal audit function as regards to corporate governance (KPMG, 2003). They should ensure that the internal audit department is well resourced and has a high level of independence. There should be quick responses to the internal audit recommendations.
In India Tata steel is a common house hold name in the discipline of steel manufacturing, in the world this company is rated to be the biggest supply of steel worldwide supplying more than hundred countries with this precious commodity. In the year 2003 this company had a record and reputation that surpassed all other major suppliers and exporters of steel all over the world. The records in sales in this year when the country was recording low economy astonished many financial analyst. The company garnered a turn o0ver of Rs 5,262 Crore which was estimated to be high by 26% of the same block previous year. All through that year as many other steel exporters dealt on loses Tata steel was more EVA positive, their earning per share was recorded to have improved by 153% over the economic down turn experienced by the country. Doole, I., & Lowe, R,( 2008)
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Human Resources Culture and Bundles
Assessing the extent of synergy which is centralized on HR prescription and HR bundles
reality in this assignment shall be outlined in the Daimler AG, an organization registered under
DAX companies in Germany. Daimler is one of the most accredited manufacturers of luxury and
heavy commercial vehicles and accessories in the world. According to Beverly (1986) the
operation of this multimillion organization commenced in the early 1880s, Daimler Benz was
founded by two German locomotives engineers Gottlieb Daimler and Carl Benz, and they were
intrigued in making internal combustion engine and later perfected to making fuel driven
vehicles. This organization ownership is a publicly traded corporation and employs globally
around 280,000 employees. This organization has been rated by the Global fortune to be the
number 23 of the wealthiest organization in the world. This is with the credential of having a net
income of US$2 billion and an accumulative of total revenue of US$140 billion as echoed by
Mattera (2000).
However, in 2007 the profile of this company declined after the sale of Chrysler a U.S
carmaker which they had merged for nearly nine years. With this fact and the HR malpractices
which have cost this organization lot of millions of Dollars to settle out litigation ranging from
discrimination to bribery charges (Morris & Jones, 1993). Majority of these malpractices that
have made and tainted the image of this corporation are the fruit of unethical practices from the
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HR sector. This outlines the relationship of what the HR department is supposed not to be doing
and the reality of the HR department should be doing in the organization. These malpractices
range from corruption charges, labor, discrimination and unethical working hours (MacDuffie,
1995).
Labor
Daimler AG has been from time memorial been hit with unethical working conditions
and cheap labor in most foreign countries which it has been established. However, this
organization has been closely linked with unions from the later days. However, it is articulated
that the HR usually pays off the union members to remain mum on issues of recruitment
discrimination and odd working hours with little compensation (Vlasic & Stertz, 2000). Most of
the countries that this organization has been setup there have been cries of foul play from the
member employees who constantly complain outside the union of odd working hours and low
wages. Recently in it home town Germany Daimler was estranged with the union IG Metalla's
national strike. The strike objectives were reduction of the working hours into standard work
week’s hours which are normally 35 hours. This organization had been overloading the taskforce
with 40 hours working shift weekly. Earlier the union had been suffocated by the HR demand
that the organization was in the verge of reconstruction and thus extra hours were need to beat
off the competitive market. The condition further deteriorated after the sale of Chrysler. The
workers started crying foul with the union and basing on the recent corruption charges by this
organization there were allegation that were implied that some of the union staff were bribed to
muffle others by Daimler HR department (Porter, 1985).
The strike reduced the working hours and also the inhumane condition that the employees
acclaimed that they are exposed to while working in this plant. According Althauser and
3. 3
Kalleberg (1981) the working hours were reduced and the payments remained constant. Globally
the relation between the union and Daimler HRM has been very grim and there usually outcries
that the union are not for the employees and are manipulated by the HR department.
The 1998 meeting of all major Daimler HRM and union there were tension when
recruiting issues and discrimination were raised mostly in regions like South Africa and Brazil.
Even with Daimler signatory in 2002 to social responsibility agreement which included different
nation which was under the umbrella auspice of International Metalworkers Federation, this
organization has been hit with series of labor associated litigation in most of the host countries
where it has establishment (Amabile, 1983). When Daimler merger with Chrysler was negotiated
then the HR later initiated an initiative which would later be rejected by the workers, the right to
work resistance also saw rejection of the union advice in Deep South which oversaw the
thwarting of the United Auto Worker’s plan in Alabama. The decision that the HRM devised
would later see off the plant organization. This are the futile effort that the HRM at Daimler has
been deploying to suppress the workers who were employed in this organization while fattening
their pocket through low wages which does not benefit the organization but benefit them
individually as echoed by Miles and Snow (1994).
HRM prescription in such cases allows that the plight of the employees be heard. The
ethical moral which underpins recruitment and union does not much involve HRM having too
excess power and dominance (Huselid, 1995). However, the HR in Daimler AG has been another
picture all together; they have been manipulating their way even in the union where workers are
deemed to find solace when oppressed in the working sphere.
Work Place Safety
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Work place safety has also been another major controversy of how the HR has been
handling this issue. Due to the working condition filled with machinery Daimler insurance
policies are questionable. Usually after the mergers which are basically initiated by the HRM,
Daimler either when merging or selling their first priority is usually how they would evade
paying insurance interest to their workers (Arthur, 1994).
This organization together with the likes of Ford and GM has been at logger heads with
safety, workplace safety and pollution controversies. According Delery and Doty (1996) one of
the flare up of this kind which the HR attempted to cover up flared during the Daimler and
Chrysler merger. The workers were complaining of the safety precaution which the organization
set up soon after the acquisition. Later the HR finding their position faulty accosted Daimler
settlement charges which amounted to $540,000 which were purported by U.S. federal
government’s National Highway Traffic Safety Administration on allegation that the HRM
attempted to cover for the organization faulty fuel line defects and the issues in the clutch of their
Ram trucks. Other defects which should had been reported but the HRM offered to cover up
included faulty lock in their minivans and suspension issues on the same vehicle (Cappelli &
Singh, 1992).
After a lot of pressure from U.S Environmental Protection Agency to relegate the amount
of green gas emission DaimlerChrysler HRM cried foul and attempted also to cover up this issue.
However, later in 2005 they were slapped with a lawsuit which resulted to compensatory of $90
million which was in violation of the Clean Air Act. These was in due process of the
organization attempt of covering up for the defective catalytic convertor in their Jeep and Dodge
model produced in the year 1996 through to 2001 (Doeringer & Poire, 1991). Later on the same
5. 5
year the organization would also pay civil penalties amounting to $1.2 million after another
model of imported Mercedes showed similar defects.
According to Crocker-Hefter (1996) proper procedure which the HRM would have taken
when this defect were noticed would be repair then when they were still in production. However,
the unethical strategy that this department took was cover up the whole thing and hoped that it
would not be noticed. This has accosted Daimler a huge amount of money. Thus is the
appropriate measures would had been enforced then the organization would be now coining new
innovation but there are now concentrating on precautionary measures when their competitors
are inventing new models (Guest, 1997).
Corruption
The HRM of Daimler has been viewed to be one of the most corrupt departments which
have accosted this organization billions from litigations. During the fall of 2001 the HRM of
Daimler had perfected the art of defaulting competitive rules; they had done so through
restriction of cross-border sales on majority of their Mercedes brands in Europe. Through this
they had limited the competition in prices among dealers and therefore settling to earn a
scrupulous earning from these deals (Vlasic & Stertz, 2000). However, this scandal was short
lived because the European Union found this organization in violation of competitive rules and
consumer protection rights and was fined US$65 million which was later reduced to $12 through
the intervention appeal in the EU’s Court of Justice.
Best practice of HR does not allow scrupulous deals to be executed even though they
benefit the organization this is because in the eventuality of thing the organization stand to loose,
this is mostly under this department in the risk management charter as noted by Pfeffer (1994).
HRM should have accessed the risk that they would be submitted to in the result that this might
6. 6
turn around against them. However, the HRM secured this internally by sacking all those whistle
blowers within the organization they articulated that they had solved the equation neglecting the
reality that the problem was not only noticeable from within but also from outside being in the
scrutiny of their competitors blood thirsty jaws (Mills, 1985).
Under this misdemeanors by the HRM Daimler paid a whooping US$185 million in the
settlement of bribery charges which was aired under the U.S. Foreign Corrupt Practices Act.
Seven HR managers were arrested after pleading guilty to corruption charges affiliated with
bribery. Dyer and Holder (1988) notes that this organization was alleged that within the majority
of the countries that they operate all their tenders had been achieved through bribery. The
charges involved 22 nations where the HRM had induced monetary gist to woo representatives to
award hem governmental tenders. Also found guilty were two Daimler subsidiaries in this nation
where the offence took place. Due to low demand of military artifact which Daimler benefits
from such tenders the HR had devised scrupulous means of getting tenders which are out of their
jurisdiction like supply of governmental executive vehicles and other transport facilities (Kanter,
1983; Peck, 1994).
Proper HR ethical practices which all organization that are pursuant to innovation should
adherer to be usually relied on theoretical assumptions which identified morals and abides by
them. MacDuffie (1995) adds that following different HR prescriptions which have high ethical
morals and practices usually are paramount within innovative HRM setup and adhere to high
grade of internal consistency and communication from all the involved members of this juncture.
For this prescription to flourish then the basis has to be first on the best interest of the firm. The
strategic link that is based on the theme innovation would allow the HR to fully embark on
making sound decision which would generate interest for the whole organization for the benefit
7. 7
of all the stakeholders. The theoretical foundation which all successful HRM underpins is based
on the theory of the objectives and the goals which are set out by the organization. They are not
based on personal gains or greed and serve others regardless of the competitive market condition.
They also uphold all customer protection rights as well as the competition fair rights of their
fellow competitors which would reduce the chances of litigation which are unnecessary like the
ones which Daimler has been succumbed with due to HRM irregularities here and there as
echoed by Guest (1997).
Jackson (1987) articulates that because there is close link in relation between HR and the
organization success, then it would be right to articulate that communicating with all the
stakeholders would ensure that the organization stays on top without having to bribe it way to the
top, later to be filled with many litigation which surmount to huge compensation. Proper
planning and best practices would ensure that all of this is assigned and adapted. Some of these
best practices which Daimler should adapt are selective recruitment, incentive pay, promotion
from within, high wages and employee’s ownership. This would safe guard any future
inconsistencies within the organization. From here they would be able to woo the outside market
easily, this are the best external environmental influence needed also to attract business
prospectors in future other than through corrupt means of bribery (Mattera, 2000).
Racial Discrimination
The area that has dented the best practice of Daimler AG HRM is racial discrimination in
selective recruitment in most of the majority of the nation that this organization is based. The
selective nature that Daimler applies when recruiting has been under scrutiny from the time of
this organization founding (Beverly, 1986). Like a hierarchy this tradition has rocked this
organization to present time. This has resulted to loss of finances through litigation from
8. 8
different parties nearly now and then. The litigation raging from promotion discrimination based
on race or gender and financing of car loans by clients. Recently in early 2000 Daimler settled a
lawsuit of $9 million on finance discrimination charges in the U.S. the charges were that
DaimlerChrysler over drafted the interest when they were financing Latinos and African
American exceeding the interest high above their white clients (Dyer & Holder, 1988).
This lawsuit was settled in the year 2005, the HRM then forced this organization to cough
another $3 million to training and educate employees in the sale department on ethical issues
which they would have mitigated themselves as noted by Schuler (1987). Another discrimination
case is the recent development which alleges that Daimler and other organization supported the
oppression and the apartheid in South Africa. This organization has been associated with
supplying the regime under the apartheid movement with utilities to oppress the black’s minority
in this region. Although it has not been proven if they truly were involved, based on their record
of arsenal production in majority of the wars, if found guilty this organization is going to pay
dearly as noted by Goodman (2010). However, if there were HRM prescription based on best
practices this behavior would have been mitigated. All these organizations now need is
innovation in the HR department and major shake up here and there with appropriate strategy to
balance the imbalances and restore sanity to Daimler AG (West & Farr, 1990).
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