A study of organisational culture and its influence on Mergers and Acquisitions.
Executive summary
This report outlines the progress in the study of organisational culture, attempting to send for the ambiguity surrounding this influential but often undiagnosable organisational characteristic. It aims to add clearness to the numerous theoretical definitions and evaluate the rule for why organisational culture really exists.
The report looks at versatile methods and tools for identifying culture within an organisational setting, providing managers with an understanding of how to define and characterise their cause organisational culture.
Furthermore, I examine the importance of organisational culture and its influence on the success or failure of merger or encyclopedism activity, specifically looking at a case of immingle organisational cultures within this context.
In conclusion the report provides recommendations for mangers whose organisations are ingress into merger, acquisition or joint venture activity, forecasting potency challenges and implications, which arise from the amalgamation of different organisational cultures.
What is organisational culture?
There is no common definition of organisational culture and it still remains a divisive question. However the study of organisational culture has rapidly positive over a number of years as clarity was sought regarding the potential impact of culture on organisational death penalty.
The devil schools of thought, that dominate the theoretical landscape of organisational culture, are the managerial and brotherly sciences perspective. The managerial approach, that believes culture is espoused and influenced by a leader or management team to create one unified performance enhancing culture. Then the social...If you want to get a full essay, site it on our website: Orderessay
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