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成功併购专案执行之人才发展

【中文摘要】:併购已然成为现代商业经营中受到高度重视的一项策略性工具,连繫着企业未来的战略性发展方向。纵使併购已历经相当时间的发展进化,理应有着相当成熟的思维及运作方法;然而,不论在学术或实务上的调研却显示出非常高比例的併购失败结果,与初始目标大相逕庭。

本论文研究探索之目的在于发掘在执行併购专案中各角色所需具备的技能,从人力资源管理的角度来规划人才发展,以达到成功併购的目标。

本研究论文在研究方法以及程序上,始从探讨文献中及实务上对于併购失败原因的分析;以及归纳併购执行应该具备的管理思维和能力;并且与在併购执行过程中具有积极参与角色的各个专业领域进行访谈:包含会计、管理谘询、税务以及亲身历经併购的人士或公司,归纳整理出在实践上所遇到的挑战或困难以及可行的因应方法。

本研究发现在执行併购过程中,领导者与参与的各业务中阶管理层成员所需具备的能力不相同。就领导者角色而言,除了须具备执行力之外,也须具备在交易阶段的谈判能力;以及在整合阶段里重新拟定战略、重新型塑组织文化、与关键人才沟通以及重整业务结构等的能力,目的是在于提升被併购公司的经营效率,达成预期的併购绩效。就业务中阶管理层角色而言,尤其在交易阶段,具备与中介公司协同合作、执行各业务尽职调查并发掘关键人才以及拟定整合计画等的能力,目的是在于辨识被併购公司能不能被整合以及该如何整合。

人才管理是人资能力的一环,对于执行併购专案,人力资源管理须能辨识出在併购中不同任务角色所需具备的能力,才能针对不同的需求来规划合宜的发展或培训计画,并能成功执行併购专案。
【英文摘要】:Mergers and acquisitions has become a strategic means in business operating nowadays, connecting the future strategic developing for organizations. It is supposed that mergers and acquisition is mature in thoughts and operating with the evolving of time. However, either academic researches or studies indicated the quite high failure rate in mergers and acquisitions in reality, could not reach the initial purposes.

The intention of this research is to identify the competencies required by different roles respectively in executing mergers and acquisitions, in order to organize developing program for executing successful mergers and acquisitions from the viewing point of human resource management.

Researching methods and process used in this research are reviewing and analyzing the failure reasons in mergers and acquisitions from literatures, researches and studies; further organizing the skills and capacities required for executing mergers and acquisitions; as well as interviewing people and organizations who actively involve in mergers and acquisitions, including the fields in accounting, taxation, consulting, investing, project finance and executing, to identify the difficulties, challenges and workable solutions in a mergers and acquisitions.

The conclusion to this research is to identify different competencies required by the leader and functional-line management. As to the role of the leader, besides executing capability, it is required to possess negotiating capability at transaction stage as well as the capabilities of re-organizing strategy; re-shaping organizational culture; communicating with key talents and reforming business structure in order to increase operating efficiency in the target company. For the role as each functional-line management, especially at transaction stage, it is required to possess the capabilities of cooperating with independent service firms; conducting business due diligence; locating key talent at the target company and providing business integration plan, this is to identify the feasibility of integrating the target company and how to proceed integrating.

Talent managing is one of human resource competencies. It is required to identify the varied capabilities possessed by different roles respectively in executing mergers and acquisition by human resource management, in order to organize developing or training program for varied requirements properly for executing mergers and acquisitions successfully.
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  • ENGLISH PART
  • 来源:中山大学;作者:颜士钦
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