Differences in management style between merging corporations
Difficulties in transnational mergers tend to be associated with the differeing emphasis distinct cultures place upon individual and team effort, or the freedom of staff to voice opinions. Inconclusive meetings may be a source of much frustration where one culture assumes that decisions need to be made at a higher level and the other assumes that such decisions can be delegated to the level of the meeting. Some cultures prefer elaboration of abstract models, others prefer a more pragmatic approach.
The scale of corporate mergers and acquisitions places enormous pressure on companies to learn to incoporate vastly different working styles and practices. In 1998 it was estimated that up to 50 percent of such mergers fail to achieve their objectives, notably because of factors associated with the inability of cultures to mix, and the consequent collpase of staff morale.
The Encyclopedia of World Problems and Human Potential is a collaboration between UIA and Mankind 2000, started in 1972. It is the result of an ambitious effort to collect and present information on the problems with which humanity is confronted, as well as the challenges such problems pose to concept formation, values and development strategies. Problems included are those identified in international periodicals but especially in the documents of some 60,000 international non-profit organizations, profiled in the Yearbook of International Organizations.
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