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1. 1
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SBS – MBA
Human Resource Management
Assignment II
QAR 2018
UNIT TITLE UNIT CODE
Name (in Full)
____________________________________________________________
GENERAL INSTRUCTIONS
 All assignmentsare tobesubmittedon18thOctober2018toexaminationboard@atmsedu.organd
cc to afatima@atmsedu.org.
 Hardcopy submissions to be done on 19th October 2018
 If assignmentisnotsubmittedondate,will followwithpenaltyof10% deductionofmarksforevery
day.
 Similaritybetweenstudentsworkisstrictlynotaccepted,anystudentfoundwithsimilarworkwill
be gradedZeroandfail forthe course.However,Plagiarismisanacademicoffence andwill notbe
tolerated under SBS
 Assignment once submitted to exam board is final for marking.
PRESENTATIONOF ASSIGNMENT
 You should include a title page and list of contents.
 Use headingsandsub-headingstoorganize yourreportand include supportingmaterial inthe
document file.

2. 2
 Number all pages sequentially.
 Anypublishedmaterialyourefertoshouldbe properlyreferencedandincludedinareference
list at the end of your assignment (see Plagiarism notice overleaf).
Total Marks: _______ / 60

3. 3
Table of Contents
Question 1 ................................................................................................................................. 4
Question 2 ................................................................................................................................. 6
Question 3 ................................................................................................................................. 9

4. 4
Mergers and Acquisitions
In the past, the decisioncriteriafor mergersand acquisitionswere typicallybasedonconsiderations
such as the strategic fit of the merged organizations, financial criteria, and operational criteria.
Mergers and acquisitionswere oftenconductedwithoutmuchregard for the human resource issues
that would be faced when the organizations were joined.As a result, several undesirable effects on
the organizations’ human resources commonly occurred.
Nonetheless, competitive conditions favor mergers and acquisitions and they remain a frequent
occurrence. Examples of mergers among some of the largest companies include the following:
Honeywell and Allied Signal, British Petroleum and Amoco, Exxon and Mobil, Lockheed and Martin,
BoeingandMcDonnell Douglas,SBCand PacificTelesis,AmericaOnlineandTime Warner,Burlington
NorthernandSantaFe,UnionPacificandSouthernPacific,Daimler-BenzandChrysler,FordandVolvo,
and Bank of America and NationsBank.
Layoffs often accompany mergers or acquisitions, particularly if the two organizations are from the
same industry. In addition to layoffs related to redundancies, top managers of acquiring firms may
terminate some competentemployeesbecause theydonotfitinwiththe new culture of the merged
organizationorbecause theirloyaltyto the new managementmaybe suspect.The desire fora good
fitwiththe cultural objectivesof the new organizationandloyaltyare understandable.However,the
depletion of the stock of human resources deserves serious consideration, just as with physical
resources. Unfortunately, the way that mergers and acquisitions have been carried out has often
conveyedalackof concern forhumanresources.A sense of thisdisregardisrevealedinthe following
observation:
Post combination integration strategies vary in tactics, some resemble to “marriage & love’ but in
reality collaborative mergers are much more hostile in implementing forceful decision and financial
takeovers. Yet, as a cursory scan of virtually any newspaper or popular business magazine readily
reveals, the simple fact is that the latter are much more common than the former.
The cumulative effects of these developments often cause employee morale and loyalty to decline,
and feelingsof betrayal maydevelop.Nonetheless,suchadverse consequencesare notinevitable.A
fewcompanies,suchasCiscoSystems,whichhasmade over50 acquisitions,are veryadeptinhandling
the human resource issues associated with these actions. An example of one of Cisco’s practices is
illustrative. At Cisco Systems, no one from an acquiredfirm is laid off withoutthe personal approval
of Cisco’s CEO as well as the CEO of the firm that was acquired.
Questions:
Executive summary:Inthe past,the decisioncriteriaformergersandacquisitionsweretypicallybased
on
Introduction: Layoffs often accompany mergers or acquisitions,particularly if the two organizations
are from the same industry. In
Conclusion:The cumulative effectsof these developmentsoftencause employeemorale andloyalty
to decline, and feelings of betrayal may

5. 5
Question 1: Investigate the approach that Cisco Systems has used in
its many successful acquisitions. What are some of the human
resource practices that have made its acquisitions successful?
Answer: Cisco Systems plans to dominate its market and is well on the way, having acquired 14
companiessince 1993.While manyacquisitionsbringwiththemattendantstress,Ciscohasmore than
doubled its sales and net income in 1996. The secret: not just buying, but finding organizational
synergies prior to the purchase.
Question 2: If human resources are a major source of competitive
advantage and the key determinant of an organization’s ability to
pursue a given strategy, why have the human resource aspects of
mergers and acquisitions been ignored or handled poorly in so many
instances in the past?
Answer: To kill Competitors ( Vodafone & Hutch) To increase market share (Bharati & Zain) To
strengthen its functions which are related to the core functions (Capgemini & Kanbay, acquisition)
most companies forget that M&As are not just about balance sheets, cash flows or marketing
synergies;theyare alsoaboutpeople whomake the synergieshappen. One majorfalloutof M&As is
often the flight of top-quality people.
Question 3: Interview someone who has been through a merger or
acquisition. Find out how they felt as an employee. Determine how
they and their coworkers were affected. Ask about the effects on
productivity, loyalty, and morale. Find out what human resource
practices were used and obtain their evaluations of what was helpful
or harmful.
Answer:For Ciscomanagement,the challengeliesinretainingcontrol andbalance amidthe euphoric
growthrates.Thusfar,Ciscohas retainedthe entrepreneurial spiritof astartup.Butthe companyhas
mushroomed from 500 employees in 1991 to
Dear students get fully solved assignments
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