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Article Analysis The Nursing Shortage Essay - 1703 Words

Article Analysis: The Nursing Shortage Nursing shortages have occurred in health care throughout history, and especially since World War II. Just as the legion of baby boomers is about to swell the need for quality health care, Americas nursing population is aging and more nurses are moving into primary care settings and into other disciplines. As a result, Americas hospitals and other institutions need more nurses, especially those who deliver specialized care. As a healthcare provider and businessman this topic is of a special interest to me because nursing shortage have caused my business to loose million of dollars in the past five years. This paper examines the nursing shortage in the health care industry, the use of†¦show more content†¦The purpose of this study is two fold: (1) to identify if there are shortage of nurses and recommend a prevention model that would assist nurse executives in attracting and retaining nurses in the acute hospital setting and provides recommendations on how best to increase the nursing supply. (2) to examine the relationship among health care professionals, commitment to the organization, and perceptions of collaboration among nurses and physicians. During a major nursing shortage in the early 1980s, the American Academy of Nursing (AAN) conducted an extensive research project to identify hospitals in New York that was successful in recruiting and retaining nurses. The objective of the project was to evaluate characteristics of hospital structures that supported professional nursing practice (Aiken et al., 2000). The result of this research lead to the following questions that guided this study: (a) did the nurses consider the hospital a good place to practice nursing; (b) did the hospital have the ability to recruit and retain nurses (c) was the hospital located in an area, within a city, considered to be in a competitive marketplace and; (d) will team collaborative effort with other health care team improve patient outcome. This study used a cross-sectional, non- experimental, retrospective design to identify the hiring criteria, vacancies, nurse-patient ratio, job satisfactionShow MoreRelatedPICOT and Literature Review Worksheet1574 Words   |  6 Pagesthat nursing can change and select key words for a literature search. Directions: Use the form below to complete the PICOT assignment in Milestone #1. This includes filling in the table with information about your research question and your PICO(T) elements, as well as answering the Search Technique questions. Step 1: Identify the Problem. What have you noticed in your work or school environment that isnt achieving the desired patient or learning outcomes? What needs to change in nursing, whatRead MoreThe Global Nursing Shortage : Development Of Strategies For Primary Focus On Nursing Staff Attraction And Retention1337 Words   |  6 PagesThe global nursing shortage leads to the development of strategies which primary focus on nursing staff attraction and retention. According to Quill, a nursing shortage continuously increases due to obvious reasons such as burnout, retirement, long shift hours, underpayments, injuries, and overall job dissatisfaction. â€Å"As of 2010, 40% of registered nurses in the USA are older than age 50 and planning for retirement† (Quill, 2012). Quill points out that nursing shortage was considered as a â€Å"globalRead MoreEconomic Tool and Concepts1121 Words   |  5 Pagesthe shortage of nurses. It is perceive by the health care industry the shortage of nursing supply than the demand across the country. The demand for nurses in every health care organization growth in a daily basic as the technology advance. The consumers are always demanding for more personalize and quality of health care services at the time they are seeking for health care delivery creating nurses supply to be less in every health organization. A few probable reasons for nursing shortage withinRead MoreThe Critical Appraisal Skills Programme967 Words   |  4 Pagesthe use of the CASP tool, the article was examined by this author to determine if the results of the study were valid, what the results were, and what application or purpose they support. The qualitative study demonstrates attrition from nursing, contributing factors, and possible solutions to maintain nurses in the profession. Aims The goal of the qualitative research article was the work that nurses do in the profession, and why attrition rates are high in the nursing profession. The authors assertRead MoreA Short Supply Of Registered Nurses1629 Words   |  7 Pagescomplicated further because nursing schools have limited capacity to deal with the demand increase for healthcare as the US concentrates in injecting reforms to the care sector. As a result, there has emerged a public outcry over the deficit. Ideally, such a shortage jeopardizes the safety of patients and the country’s health. Ideally, this paper will dissect the problem of the nursing shortage, causes and the possible solution to the issue. An Overview of the Nursing shortage in the US Alexander RobbinsRead MoreQualitative Research878 Words   |  4 PagesWhat is so stressful about caring for a dying patient? Nursing 314 – Research February 3, 2013 What is so stressful about caring for a dying patient? Death is something that we all have to deal with, be it in our profession or in our daily lives. This article discusses the reasons why caring for dying patients is stressful for nurses and is a high risk for burn out. The article also gives findings related to the study and gives recommendations based on the results. The study shows thatRead MoreE Health Records : The Healthcare And Its Ancillary Industries838 Words   |  4 Pagesthe number of patients. INDUSTRY OVERVIEW The success for any Hospital and residential care facility is directly related to its nursing staff. How patients are looked after by the nurses affects their health, recovery and safety. With the increasing number of Americans in the age category of 60 and above the demand for nurses is only increasing. As per SHRM1 nursing is one of the toughest jobs and nearly 1/3rd of the new jobs will be in this industry with growth rate of 19% up till 2022, moreoverRead MoreArticle Review of Retaining Nurses and Other Hospital Workers: An Intergenerational Perspective of the Work Climate836 Words   |  3 Pagesï » ¿Article Review: Nurse Retention Introduction: Nursing is a field in which personnel must contend with a wide variance of daily challenges, both specific to the job itself and more generally as a result of labor conditions within the field. The latter issue in particular implicates a nation-wide nursing shortage, where matters such poor nurse-to-patient ratios, long working hours and low morale have contributed to a generally high turnover within this field. The result is that any given medicalRead MoreThe Global Issue Of Mental Health And Shortage Of Nursing Staff1692 Words   |  7 Pagesaim of this utilization review is compare and contrast the global issue of mental health and shortage of nursing staff. Mental health is not the primary choice of nursing students when they graduate, and there is a shortage of psychiatric nurses as the older generation is coming closer to retirement. Across the states in Australia, studies have been conducted by Registered Nurses to survey and analyze nursing students and their field of pref erence after graduation. From the studies analyzed in thisRead MoreWhy Are Nurses Leaving? Findings From An Initial Qualitative Study On Nursing Attrition?874 Words   |  4 Pagesstudy on nursing attrition†. The title is clear. The phenomena being studied is evident that while an abundance of data exist regarding the RN who stays at the bedside, few studies have explored the perceptions of the RN who decides to leave clinical nursing. More information should be provided in the title in order to inform the reader about the article’s content Abstract The abstract is shorter than a typical abstract at 67 words. The abstract manages to answer that the nursing shortage remains

International Business And Mergers And Acquisitions Free Essays

string(33) " the size of both organizations\." Introduction Many activities of mergers and acquisitions involve companies that are relatively small- those that are inexistent on the mainstream business radar (James, 2007). There is a particular theory among executives that expansion is the best way to approach globalization. The idea has been shared for more than 100 years as illustrated by Karl Marx’s perception a hundred years ago that a single capitalist will always kill many others. We will write a custom essay sample on International Business And Mergers And Acquisitions or any similar topic only for you Order Now This meant that several capitalists that are constantly dwindling will in the end monopolize everything. The situation in global mega-mergers, then, is a do-or-die one where the business entity desiring to survive, has to be among the biggest players in the world. There are a number of benefits that are associated with mega-mergers but limitations exist as well (Hill, 2010). Benefits of global mega-mergers Strategic benefits come with a combination of two organizations that are highly complementary. When the companies combine, the fixed costs get to be reduced since the duplicate departments and operations get to be removed. Profit margins also increase resulting from the lowered costs of the organization relative to a similar revenue stream. A number of efficiencies also get to be improved after the mega-merge for instance when the merge leads to an increase in the scope of marketing (Graham et al, 1997). Another strategic benefit associated with mega-mergers is the increase in revenue or market share that comes with the merge (Gaughan, 1991). The two companies combining here are both international companies that trade in the international market hence each company’s competitive power is high. The eventual entity that will be formed from the two combining companies will absorb this competing power and increase the market power of the resulting organization. An example of these strategic benefits in a mega-merger is the 2001 merging of Hewlett-Packard and the Compaq companies (James, 2007). Initially HP went through the usual challenges of a merge including internal turmoil that resulted from the laying off of a considerable number of former Compaq workers. The stocks of the Company went down and in the company’s efforts to market as well as differentiate the two PC’s brands; Dell took advantage and absorbed the market share. However, four years later the two organizations consolidated well and HP increased its market power, the cost structure became improved and the company went ahead to become the largest vendor of PC in the world (James, 2007). Limitations of global mega-mergers Global mega-mergers require a considerable amount of time and effort before the two organizations can successfully consolidate and integrate the operational functions smoothly. This is probably the biggest limitation of a global mega-merger since people issues will have to be addressed and coming to terms with the new company’s organizational details will not be immediate. Additionally, an extremely complicated merger is less likely to survive the integration process (Straub, 2007). Sometimes the expansion of the company is not a corporate desire but rather it is influenced by the market trend and the herd behavior (Ghadar and Ghemawat, 2000). When other companies in a particular industry choose to follow a particular path, the other companies are inclined to follow suit in order for them to signal that they are ‘with it’ or just to hide in the herd and not stand out as the odd one out (Ghadar and Ghemawat, 2000). An example is a manager of a European bank who sees a majority of its larger competitors choosing to go pan-European (Ghadar and Ghemawat, 2000). This manager would be inclined to follow suit to avoid being the odd one out although the manager is aware that there is a tendency of size increasing complexity instead of savings. This pack mentality is further reinforced by incentive systems in the industry that base the performance of a CEO on the comparison between the company’s performance and that of its competitors (Ghadar and Ghem awat, 2000). Global mega mergers cause the company to overlook other equally beneficial alternative approaches to globalization. The fact that many companies share a common assumption that mergers are the best way to deal with globalization blinds the companies to other better options. The only occasion that a merger can be considered appropriate and necessary is when it is recommended after a detailed assessment of the market conditions and the strategic options of the company (Cartwright and Schoenberg, 2006). Many executives believe the global economy to be an economy that favors the winner alone although no empirical evidence has been found yet to validate this assumption (Cartwright and Schoenberg, 2006). Resulting from this assumption, executives believe that the larger the cross-border deal they engage in, the stronger the company becomes globally. This limited view makes them forget that there are other alternative ways that can be used to approach globalization rather than continuous expansion. Conclusion The idea that global mega-mergers are the right approach to globalization is beneficial if it is done for the right reasons and after a comprehensive assessment of the appropriateness and the risk factors. The strategic benefits that come with the merging elevate the company to new heights in the market. Successful consolidation results in increased market power as well as revenues. The problem sets in when the MA activities are done from influence, the herd behavior or a misguided notion of the approach to globalization. This usually leads to a complicated merger whose probability of surviving the integration or consolidation process is very low. Essay question 2 Introduction Business leaders engaging in a merger or acquisition get to be confronted with diverse challenges especially when the activity is taking place within a complex cross-border event. The global mega-merger is one such type of merger that poses numerous challenges both prior to and after the merging activity. This can be attributed partly to the large size of both organizations since they are more diversified. In addition, the processes that will be followed before and after the merger is completed will be complex due to the size of both organizations. You read "International Business And Mergers And Acquisitions" in category "Essay examples" A sound strategy as well as a deep understanding of the issues relating to the operations, tax, and culture of both organizations is very necessary if the planning and initiating of the MA deal in the pre-merger phase is to be successful. The negotiation and valuation skills also have to be comprehensive in order for the deal to be closed favorably. The challenges tend to magnify after the deal is closed. The post-merger integration phase is characterized by the strategic buyers unlocking the announced value and integration of a number of functions, cultures and processes. The challenges that crop up prior to and after the deal is closed create a risk of failure that must be reduced if not eliminated. Measures in pre-merger phase In the pre-merger phase, priority should be on selecting the appropriate acquisition target. In order to reduce the risks of failure, the pre-merger phase has to be approached through a comprehensive due diligence analysis. The comprehensive due diligence will enable the two firms to have clear picture of what they are getting into or what they are becoming a part of. The target profile will therefore be created in the due diligence analysis. The appropriate attorneys, tax advisors as well as auditors have to be consulted before the complete target profile is formed (Straub, 2007). A target profile that follows this thorough analysis is less likely to result to an inappropriate target choice. The eventual target profile created enables the company to realize which the best possible deal is and which is not. This is then followed by sound negotiating skills. After the experts value the target, other professional with the necessary negotiation skills should be introduced to go through with the negotiation process. This detailed process starting from the due diligence analysis to the negotiation process will ensure every possible aspect has been observed and the risk of the merger failing because there was an element that was overlooked gets to be reduced. When the full value potential of a merger is not identified and unlocked the risk of the merger failing stays high (Auerback, 1988). Value can only be created in a merger when the synergies’ value is more than the paid acquisition premium. In order to identify and unlock the full value of the merger, the revenue and asset efficiency have to be enhanced, the OPEX and cost of capital have to be reduced, and the integration costs have to be monitored tightly (Straub, 2007). Areas with the highest value potential can be identified when industry-specific benchmarks and synergy opportunity checklists are utilized. A number of benefits spots need to be sought aiming to unlock more sources of value from the merger in addition to the pure consolidation benefits and reconfiguration benefits. Measures in the post-merger phase In the post-merger integration, a long term strategy should be planned to be applied starting the first day. It is also important to define the target state of the new entity. The integration master plan formulated will determine the clarification of the new business as well as that of the operating model. The merger needs sustainable employee support which can be ensured through application of meaningful communication together with a cultural change program (Straub, 2007). Cross-border mergers are large and complex and therefore require a program office that will coordinate and monitor the process of integration across the different countries, functions, as well as business units. The post-merger phase also requires an MA lifecycle management to be carried out consistently so that business areas that are not fitting the corporate strategy can be divested (Straub, 2007). This divestment reduces the risks of the merger failing resulting from allocation of resources to business areas not fitting the corporate strategy. A divestment strategy should then be developed, potential areas of divestment identified and analyzed and an appropriate demerger concept designed (Auerback, 1988). Leadership compatibility issues also have to be taken into account and areas of incompatibility identified. When the leaders relate without conflict, the employees are prone to respect the leaders and discipline can be promoted in the workplace (Fletcher, 2005). The governance system is also another area that should be considered if the risks of the merger failing are to be reduced. Governing bodies such as program management steering committees have to be functioning effectively if the integration process is to run smoothly (Fletcher, 2005). The common mistake made is the assumption that checks and balance systems are the only elements required for stakeholder interests to receive effective corporate governance. Another measure that would reduce the risks of failure in the post-merger phase is the strategic evaluation and rewards systems applied on employee performance (Auerback, 1988). There is common tendency for people in organizations to resent the new colleagues who occupy a similar position but get significantly more recognition or compensation. When the performance management and reward systems are not approached delicately, a number of issues such as morale issues, reduced employee productivity and undesired turnover can arise (Fletcher, 2005). Conclusion Global mega-mergers face challenges in both the pre-merger and the post-merger phases which eventually create the risk of failure. Some measures that can reduce this risk of failure include carrying out of a comprehensive due diligence analysis that will result in the formation of a detailed and reliable target profile. It is important to ensure that the target company’s value, operational and functional aspects are gotten right before it can be chosen. In the post merger phase, it is important to ensure the full value potential of the merger is identified and unlocked. A program office is also essential for the coordination and monitoring of the process of integration across the different countries, operational and functional units. Leadership compatibility cannot be overlooked and appropriate methodologies should be formulated to identify possible areas of leadership incompatibility. References Auerbach, A. J. (1988), Corporate Takeovers: Causes and Consequences, University of Chicago Press, Chicago. Fletcher, A. (2005), Avoiding Post Merger Blues. Bearing Point Inc. International Drive, McLean, viewed April 27, 2012, http://www.imaa-institute.org/docs/ma/bearingpoint_01_avoiding%20post-merger%20blues.pdf Gaughan, P. A. (1991), Mergers and Acquisitions, HarperCollins, New York. Cartwright, S. and Schoenberg, R. (2006), â€Å"Thirty Years of Mergers and Acquisitions Research: Recent Advances and Future Opportunities†, British Journal of Management, vol. 1, issue S1, pp.S1–S5. Ghadar, F. and Ghemawat, P. (2000), The Dubious Logic of Global MegaMergers. Harvard Business Review. Graham, Edward M., and J. David Richardson, eds. (1997), Global Competition Policy, Institute for International Economics, Washington DC. Hill, C. (2010), International Business – Competing in the Global Marketplace, (8th Edition) McGraw Hill, London. James, G. (2007), Lessons from Mega-mergers, CBS News, viewed April 27, 2012, http://www.cbsnews.com/8301-505125_162-51163246/lessons-from-the-mega-mergers/ Straub, T. (2007), Reasons for frequent failure in Mergers and Acquisitions: A comprehensive analysis, Deutscher Universitats-Verlag, Wiesbaden. How to cite International Business And Mergers And Acquisitions, Essay examples International Business and mergers and acquisitions Free Essays string(48) " complex due to the size of both organizations\." Essay question 1 Introduction Many activities of mergers and acquisitions involve companies that are relatively small- those that are inexistent on the mainstream business radar (James, 2007). There is a particular theory among executives that expansion is the best way to approach globalization. The idea has been shared for more than 100 years as illustrated by Karl Marx’s perception a hundred years ago that a single capitalist will always kill many others. We will write a custom essay sample on International Business and mergers and acquisitions or any similar topic only for you Order Now This meant that several capitalists that are constantly dwindling will in the end monopolize everything. The situation in global mega-mergers, then, is a do-or-die one where the business entity desiring to survive, has to be among the biggest players in the world. There are a number of benefits that are associated with mega-mergers but limitations exist as well (Hill, 2010). Benefits of global mega-mergers Strategic benefits come with a combination of two organizations that are highly complementary. When the companies combine, the fixed costs get to be reduced since the duplicate departments and operations get to be removed. Profit margins also increase resulting from the lowered costs of the organization relative to a similar revenue stream. A number of efficiencies also get to be improved after the mega-merge for instance when the merge leads to an increase in the scope of marketing (Graham et al, 1997). Another strategic benefit associated with mega-mergers is the increase in revenue or market share that comes with the merge (Gaughan, 1991). The two companies combining here are both international companies that trade in the international market hence each company’s competitive power is high. The eventual entity that will be formed from the two combining companies will absorb this competing power and increase the market power of the resulting organization. An example of these strategic benefits in a mega-merger is the 2001 merging of Hewlett-Packard and the Compaq companies (James, 2007). Initially HP went through the usual challenges of a merge including internal turmoil that resulted from the laying off of a considerable number of former Compaq workers. The stocks of the Company went down and in the company’s efforts to market as well as differentiate the two PC’s brands; Dell took advantage and absorbed the market share. However, four years later the two organizations consolidated well and HP increased its market power, the cost structure became improved and the company went ahead to become the largest vendor of PC in the world (James, 2007). Limitations of global mega-mergers Global mega-mergers require a considerable amount of time and effort before the two organizations can successfully consolidate and integrate the operational functions smoothly. This is probably the biggest limitation of a global mega-merger since people issues will have to be addressed and coming to terms with the new company’s organizational details will not be immediate. Additionally, an extremely complicated merger is less likely to survive the integration process (Straub, 2007). Sometimes the expansion of the company is not a corporate desire but rather it is influenced by the market trend and the herd behavior (Ghadar and Ghemawat, 2000). When other companies in a particular industry choose to follow a particular path, the other companies are inclined to follow suit in order for them to signal that they are ‘with it’ or just to hide in the herd and not stand out as the odd one out (Ghadar and Ghemawat, 2000). An example is a manager of a European bank who sees a majority of its larger competitors choosing to go pan-European (Ghadar and Ghemawat, 2000). This manager would be inclined to follow suit to avoid being the odd one out although the manager is aware that there is a tendency of size increasing complexity instead of savings. This pack mentality is further reinforced by incentive systems in the industry that base the performance of a CEO on the comparison between the company’s performance and that of its competitors (Ghadar and Ghem awat, 2000). Global mega mergers cause the company to overlook other equally beneficial alternative approaches to globalization. The fact that many companies share a common assumption that mergers are the best way to deal with globalization blinds the companies to other better options. The only occasion that a merger can be considered appropriate and necessary is when it is recommended after a detailed assessment of the market conditions and the strategic options of the company (Cartwright and Schoenberg, 2006). Many executives believe the global economy to be an economy that favors the winner alone although no empirical evidence has been found yet to validate this assumption (Cartwright and Schoenberg, 2006). Resulting from this assumption, executives believe that the larger the cross-border deal they engage in, the stronger the company becomes globally. This limited view makes them forget that there are other alternative ways that can be used to approach globalization rather than continuous expansion. Conclusion The idea that global mega-mergers are the right approach to globalization is beneficial if it is done for the right reasons and after a comprehensive assessment of the appropriateness and the risk factors. The strategic benefits that come with the merging elevate the company to new heights in the market. Successful consolidation results in increased market power as well as revenues. The problem sets in when the MA activities are done from influence, the herd behavior or a misguided notion of the approach to globalization. This usually leads to a complicated merger whose probability of surviving the integration or consolidation process is very low. Essay question 2 Introduction Business leaders engaging in a merger or acquisition get to be confronted with diverse challenges especially when the activity is taking place within a complex cross-border event. The global mega-merger is one such type of merger that poses numerous challenges both prior to and after the merging activity. This can be attributed partly to the large size of both organizations since they are more diversified. In addition, the processes that will be followed before and after the merger is completed will be complex due to the size of both organizations. You read "International Business and mergers and acquisitions" in category "Essay examples" A sound strategy as well as a deep understanding of the issues relating to the operations, tax, and culture of both organizations is very necessary if the planning and initiating of the MA deal in the pre-merger phase is to be successful. The negotiation and valuation skills also have to be comprehensive in order for the deal to be closed favorably. The challenges tend to magnify after the deal is closed. The post-merger integration phase is characterized by the strategic buyers unlocking the announced value and integration of a number of functions, cultures and processes. The challenges that crop up prior to and after the deal is closed create a risk of failure that must be reduced if not eliminated. Measures in pre-merger phase In the pre-merger phase, priority should be on selecting the appropriate acquisition target. In order to reduce the risks of failure, the pre-merger phase has to be approached through a comprehensive due diligence analysis. The comprehensive due diligence will enable the two firms to have clear picture of what they are getting into or what they are becoming a part of. The target profile will therefore be created in the due diligence analysis. The appropriate attorneys, tax advisors as well as auditors have to be consulted before the complete target profile is formed (Straub, 2007). A target profile that follows this thorough analysis is less likely to result to an inappropriate target choice. The eventual target profile created enables the company to realize which the best possible deal is and which is not. This is then followed by sound negotiating skills. After the experts value the target, other professional with the necessary negotiation skills should be introduced to go through with the negotiation process. This detailed process starting from the due diligence analysis to the negotiation process will ensure every possible aspect has been observed and the risk of the merger failing because there was an element that was overlooked gets to be reduced. When the full value potential of a merger is not identified and unlocked the risk of the merger failing stays high (Auerback, 1988). Value can only be created in a merger when the synergies’ value is more than the paid acquisition premium. In order to identify and unlock the full value of the merger, the revenue and asset efficiency have to be enhanced, the OPEX and cost of capital have to be reduced, and the integration costs have to be monitored tightly (Straub, 2007). Areas with the highest value potential can be identified when industry-specific benchmarks and synergy opportunity checklists are utilized. A number of benefits spots need to be sought aiming to unlock more sources of value from the merger in addition to the pure consolidation benefits and reconfiguration benefits. Measures in the post-merger phase In the post-merger integration, a long term strategy should be planned to be applied starting the first day. It is also important to define the target state of the new entity. The integration master plan formulated will determine the clarification of the new business as well as that of the operating model. The merger needs sustainable employee support which can be ensured through application of meaningful communication together with a cultural change program (Straub, 2007). Cross-border mergers are large and complex and therefore require a program office that will coordinate and monitor the process of integration across the different countries, functions, as well as business units. The post-merger phase also requires an MA lifecycle management to be carried out consistently so that business areas that are not fitting the corporate strategy can be divested (Straub, 2007). This divestment reduces the risks of the merger failing resulting from allocation of resources to business areas not fitting the corporate strategy. A divestment strategy should then be developed, potential areas of divestment identified and analyzed and an appropriate demerger concept designed (Auerback, 1988). Leadership compatibility issues also have to be taken into account and areas of incompatibility identified. When the leaders relate without conflict, the employees are prone to respect the leaders and discipline can be promoted in the workplace (Fletcher, 2005). The governance system is also another area that should be considered if the risks of the merger failing are to be reduced. Governing bodies such as program management steering committees have to be functioning effectively if the integration process is to run smoothly (Fletcher, 2005). The common mistake made is the assumption that checks and balance systems are the only elements required for stakeholder interests to receive effective corporate governance. Another measure that would reduce the risks of failure in the post-merger phase is the strategic evaluation and rewards systems applied on employee performance (Auerback, 1988). There is common tendency for people in organizations to resent the new colleagues who occupy a similar position but get significantly more recognition or compensation. When the performance management and reward systems are not approached delicately, a number of issues such as morale issues, reduced employee productivity and undesired turnover can arise (Fletcher, 2005). Conclusion Global mega-mergers face challenges in both the pre-merger and the post-merger phases which eventually create the risk of failure. Some measures that can reduce this risk of failure include carrying out of a comprehensive due diligence analysis that will result in the formation of a detailed and reliable target profile. It is important to ensure that the target company’s value, operational and functional aspects are gotten right before it can be chosen. In the post merger phase, it is important to ensure the full value potential of the merger is identified and unlocked. A program office is also essential for the coordination and monitoring of the process of integration across the different countries, operational and functional units. Leadership compatibility cannot be overlooked and appropriate methodologies should be formulated to identify possible areas of leadership incompatibility. References Auerbach, A. J. (1988), Corporate Takeovers: Causes and Consequences, University of Chicago Press, Chicago. Fletcher, A. (2005), Avoiding Post Merger Blues. Bearing Point Inc. International Drive, McLean, viewed April 27, 2012, http://www.imaa-institute.org/docs/ma/bearingpoint_01_avoiding%20post-merger%20blues.pdf Gaughan, P. A. (1991), Mergers and Acquisitions, HarperCollins, New York. Cartwright, S. and Schoenberg, R. (2006), â€Å"Thirty Years of Mergers and Acquisitions Research: Recent Advances and Future Opportunities†, British Journal of Management, vol. 1, issue S1, pp.S1–S5. Ghadar, F. and Ghemawat, P. (2000), The Dubious Logic of Global MegaMergers. Harvard Business Review. Graham, Edward M., and J. David Richardson, eds. (1997), Global Competition Policy, Institute for International Economics, Washington DC. Hill, C. (2010), International Business – Competing in the Global Marketplace, (8th Edition) McGraw Hill, London. James, G. (2007), Lessons from Mega-mergers, CBS News, viewed April 27, 2012, http://www.cbsnews.com/8301-505125_162-51163246/lessons-from-the-mega-mergers/ Straub, T. (2007), Reasons for frequent failure in Mergers and Acquisitions: A comprehensive analysis, Deutscher Universitats-Verlag, Wiesbaden. How to cite International Business and mergers and acquisitions, Essay examples