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Essay / Research Paper Abstract
This 3-page paper discusses personnel in connection with corporate mergers and acquisitions. Using Cisco's successful M&A methods as a jumping-off point, the paper details why most corporations fail when it comes to employee integration in an M&A scenario. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: D0_MTmeracqsu.rtf
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Unformatted sample text from the term paper:
acquisition, rumors tend to bounce around and fear over layoffs and firings is rampant. A management without vision typically adds to this chaos by either saying the wrong things or
making promises they have no ability (or intention) of keeping. Companies such as Cisco, however, have made acquisitions an art form. The
company is also a poster child for how to handle its personnel during the potentially chaotic situation of an acquisition. 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? From the start, Cisco absorbs
companies that will require no layoffs - the no-layoffs pledge has meant that turnover of employees acquired through mergers is 2.1% -- compared to the late 1990s industry average of
20% (Goldblatt, 1999). In an interview during the late 1990s, Cisco executive Mike Volpi indicated that the companys strategy is to take
on companies that have more than a "synergy" with Cisco. Rather, the merger target needs to have short-term success with customers, the chemistry of its staff with Ciscos, and geographic
proximity to Cisco or Cisco-owned companies (Goldblatt, 1999). In addition to examining a potential acquisition targets books, Cisco also examines, the depth of the companys talent and quality of its
management (Goldblatt, 1999). Also, Cisco will tend to buy companies when theyre still young, so customers - and employees - arent quite a entrenched in processes and systems as a
more mature company might be (Goldblatt, 1999). Furthermore, Cisco is an expert at employee integration. From the moment the acquisition is
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