Part of the (Argentine) acquired organization prejudge disinterest of the purchasing company to know the local culture. David Reeths can aid you in your search for knowledge. Non-consideration of cultural breadth and expertise in foreign cultures (see paragraph first on page 4 of this work) in the choice of the corporate and regional directors. First actions of necessary for organizational change, restructuring and downsiezing, are perceived as a threat to the rest of the job. Members of one and the other strongly believe in their methods and practices and others decry. Bias, by Argentines, of disorganization in the Brazilian work mode. Prejudice, by the Brazilians, of little effort in the Argentine working mode. Insufficient integration workshops at level management and directors. Absence of integration at medium and low level workshops.
The list is not confined to these items but it is illustrative of the pieces of a puzzle difficult to put together. Those conflicts occur usually on: implementation of practices in force and, consequently, disturbance of members and denial to accept the behaviour and practices of foreigners. The impact of cultural disintegration, translates over time in: Internal disorganization (formal and informal structures rupture) conformation of informal structures aimed at the auto, new conservation coordination of tasks overlap of functions and controls noise or absence of effective communication loss of human resources of value who opt for voluntary retirement errors operating not alignment of departmental goals gap in budgets to achieve objectives fall of productivity unable to meet financial targets all these consequences are likely to be avoided or dimmed through a correct plan of action providing for a detailed analysis ex ante presented situations happen. 7 ESOBOZO of proposals or how to integrate in 10 steps below is a sketch of a plan, with strong background in the main ideas of John Daniels (business international, 2004), but with the limitations of a circumscribed job to the academic realm, which is not intended as the creation of a detailed and eximious method for a correct process of enterprises acquisition and integration of cultures, but humbly pursues the critical reflection that consents the beginning of a more profound debate favouring the exploration of this theme and the creation of a systemic planplausible be applied to form semi-estandar in Affairs of M & A occurring between organizations of different flag: 1.