代写价格：文化冲突和裁员

代写价格：文化冲突和裁员

文化冲突——每个公司都有不同的文化和做事的方式，因此收购者和被收购的公司肯定会有不同的文化，收购者的管理风格与目标公司的主流文化不相适应。有人也认为可以避免这些冲突通过保持这两个公司分开工作,然而这个提议的答案是,这个想法也不会工作,因为在某一时刻的时间这两个单独的组织(收购方和目标公司)必须沟通和不同的文化一定会当时还创建一个大问题。更好地理解这个问题的方式让我们再次以雅虎为例,公司旨在满足所有的期限及时,没有放松了,而另一方面像阿里巴巴这样的目标公司可能有一个放松的观点关于会议关键的最后期限,这种差异会带来挑战和收购方和目标公司之间的冲突。
裁员:当一家现有或正在运营的公司被另一家公司收购时，被收购公司或目标公司的员工就会面临裁员的风险，因为会有多个重复的任务，没有一家公司愿意为同一份工作支付双倍或双倍的薪水。因此，无论何时发生收购，都会有几个任务被合并，这将导致许多员工的冗余。的帮助下让我们对此有一个更清楚的了解一些雅虎,阿里巴巴的例子——雅虎说,收购方已经有一个工资经理当它收购了阿里巴巴,目标公司,收购公司也有自己的工资经理,因此很明显,一个工资管理器将被要求离开收购后如果发生相关业务合并在一起。

代写价格：文化冲突和裁员

Culture Clashes- Every company has a different culture and different way of doing things and thus both the acquirer and acquired company will definitely have different cultures and the management style of the acquirer will not go well with the prevailing culture of the target company. One may also think that these clashes can be prevented by keeping both these companies work separately, however the answer to this proposal is that this idea will also not work because at some point of time these two separate organizations (the acquirer and the target company) will have to communicate and different cultures will definitely create a big problem at that time also. To understand this in a better manner let us take the example of Yahoo again, a company which aims at meeting all the deadlines in a timely manner and no relaxation is given in this, while on the other hand the target company like Alibaba might have a relaxed view with regard to meeting of key deadlines and this difference will bring in challenges and clashes in between the acquirer and the target company.
Redundancy: Whenever an existing or running company is acquired by another company, the risk of redundancy arises for the employees of the acquired or target company because there will be several tasks which are duplicated and no company will be ready to pay double or duplicate salary for same job. Thus, whenever acquisition takes place, there will be several tasks that will be merged and this will result in redundancy of many employees. Let us understand this more clearly with the help of some Yahoo – Alibaba example – Say Yahoo, the acquirer already has a Payroll manager and when it acquired Alibaba, the target company, that acquired company was also having its own Payroll manager, thus it is quite obvious that one Payroll manager will be asked to leave after the acquisition takes place if the relevant operations are merged together.