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Human resources and labor relations

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Track the impact of mergers and acquisitions

Article Abstract:

Combinations of companies resulting from mergers and acquisitions can be monitored using formal tracking programs. Merger tracking provides a gauge of a combination's progress through the monitor of sales and profit margins, turnaround time, progress against integration schedules, grievances, and quality and productivity trends by internal and external experts. Aside from checking on the progress of a combination, a tracking system also points out areas which may become potentially dangerous problem sources, provides management with impact analyses that serve as the basis for modifications in the course of the merger, and serves as a reminder of the value placed by management on employee feedback. Among the techniques which can be used in tracking programs are employee attitude surveys, confidential interviews, focus groups, corporate reports, customer interviews and exit interviews.

Evaluation, Acquisitions and mergers

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Managerial beliefs and attitudes in a changing South Africa

Article Abstract:

The South African business climate is both turbulent and complex as reflected in the existence of two different and opposing belief systems. The rational actor belief system focused on profit gains while the social consciousness belief system concerned itself with social issues of the business. A study established that the more social-oriented managers showed more positive attitudes to blacks. The existing divergence will make transformative managerial action an effective management strategy for South African corporations if managers will act as catalysts for change.

South Africa, Beliefs, opinions and attitudes, Executives, Corporations, African

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Changing the mindset: the training myth and the need for world-class performance

Article Abstract:

Research into the view that training should be regarded as only one element in the search for world-class productivity is presented. It is suggested that training activity alone may have little direct connection with results. Managers should focus on key performance indicators, including delivery time, product turnaround and quality.

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