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Cultural Analysis of the Merger of Arcelor and Mittal Steel with the Help of Hofstede's Cultural Dimensions



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Seminar paper from the year 2017 in the subject Business economics - Personnel and Organisation, grade: 1,7, Northumbria University, language: English, abstract: This analysis focuses on the cultural aspects which could have influenced the merger and the post-merger-integration of Arcelor and Mittal Steel in either a positive or anegative way. Thus, the purpose of this work is to analyse the cultural factors which possibly played a role at forming the new corporate culture of ArcelorMittal. In 2006, the world's two biggest steel companies Arcelor and Mittal Steel bundled their forces through a merger and ended in the creation of the world's leading steelmaking and mining company ArcelorMittal. The company truly is a global player, with steelmaking operations in 19 countries over 4 continents and a sales distribution to 160 countries, ArcelorMittal is represented all over the world. The company attributes its success to its core values of sustainability, quality and leadership. ArcelorMittal supplies high-quality finished and semi-finished steel. The main industries which are supplied by ArcelorMittal are the automotive, appliance, engineering, construction, and machinery industries. This thesis paper aims to answer the following questions: Considering the once-sharp increase of the company performance, how could the post-merger-integration be executed so smooth and quickly? How come that the two companies could communicate, and bundle their forces apparently trouble-free? Did the different national and corporate cultures complement or hinder the forming of a new organizational culture? With the assistance of the Hofstede cultural dimensions the ArcelorMittal's Merger will be analysed here.






Seminar paper from the year 2017 in the subject Business economics - Personnel and Organisation, grade: 1,7, Northumbria University, language: English, abstract: This analysis focuses on the cultural aspects which could have influenced the merger and the post-merger-integration of Arcelor and Mittal Steel in either a positive or anegative way. Thus, the purpose of this work is to analyse the cultural factors which possibly played a role at forming the new corporate culture of ArcelorMittal. In 2006, the world's two biggest steel companies Arcelor and Mittal Steel bundled their forces through a merger and ended in the creation of the world's leading steelmaking and mining company ArcelorMittal. The company truly is a global player, with steelmaking operations in 19 countries over 4 continents and a sales distribution to 160 countries, ArcelorMittal is represented all over the world. The company attributes its success to its core values of sustainability, quality and leadership. ArcelorMittal supplies high-quality finished and semi-finished steel. The main industries which are supplied by ArcelorMittal are the automotive, appliance, engineering, construction, and machinery industries. This thesis paper aims to answer the following questions: Considering the once-sharp increase of the company performance, how could the post-merger-integration be executed so smooth and quickly? How come that the two companies could communicate, and bundle their forces apparently trouble-free? Did the different national and corporate cultures complement or hinder the forming of a new organizational culture? With the assistance of the Hofstede cultural dimensions the ArcelorMittal's Merger will be analysed here.


How plausible is vertical integration as a value driver for Mittal? 5. In the years around 1990 pushing to the years of the early 2000s the global demand for steel went down as the price of steel went low. Thus it goes against the tradition of allowing foreign intervention i.e. Discuss Arcelors motivation to acquire Mittal and Mittals motivation to merge with Arcelor. If the takeover goes. Titel Cultural Analysis of the Merger of Arcelor and Mittal Steel with the Help of.


Mittal Steel

Approach ArcelorMittal . Created from the merger between Arcelor and Mittal Steel the Group is . Mittal Steel in. Describe each dimension and how it could affect international business dealings. Cultural Analysis of the Merger of Arcelor and Mittal Steel with the Help of Hofstedes Cultural Dimensions Amazon.de Gülcan Ender Fremdsprachige Bücher. At the same time this particular model also mentions about the aspects of the culture in an organization. 5 Most of the production crew employees have a high school degree or equivalent and have been with the company for a relatively long time period e.g. Our research into lowcarbon technology is preparing us for the changes ahead in our markets. Cultural Analysis of the Merger of Arcelor and Mittal Steel with the Help of Hofstedes Cultural Dimensions from Dymocks online bookstore. Cultural Analysis of the Merger of Arcelor and Mittal Steel with the Help of Hofstedes Cultural Dimensions for 22.89. This was the period when steel was said to have taken to its worst in terms of sales and demand.


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Arcelormittal Merger Analysis



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